bingo online game Dana Hull | (TNS) Bloomberg News Jared Birchall, Elon Musk’s money manager and the head of his family office, is listed as the chief executive officer. Jehn Balajadia, a longtime Musk aide who has worked at SpaceX and the Boring Co., is named as an official contact. Related Articles National Politics | Trump’s picks for top health jobs not just team of rivals but ‘team of opponents’ National Politics | Biden will decide on US Steel acquisition after influential panel fails to reach consensus National Politics | Biden vetoes once-bipartisan effort to add 66 federal judgeships, citing ‘hurried’ House action National Politics | A history of the Panama Canal — and why Trump can’t take it back on his own National Politics | President-elect Trump wants to again rename North America’s tallest peak But they’re not connected to Musk’s new technology venture, or the political operation that’s endeared him to Donald Trump. Instead, they’re tied to the billionaire’s new Montessori school outside Bastrop, Texas, called Ad Astra, according to documents filed with state authorities and obtained via a Texas Public Information Act request. The world’s richest person oversees an overlapping empire of six companies — or seven, if you include his political action committee. Alongside rockets, electric cars, brain implants, social media and the next Trump administration, he is increasingly focused on education, spanning preschool to college. One part of his endeavor was revealed last year, when Bloomberg News reported that his foundation had set aside roughly $100 million to create a technology-focused primary and secondary school in Austin, with eventual plans for a university. An additional $137 million in cash and stock was allotted last year, according to the most recent tax filing for the Musk Foundation. Ad Astra is closer to fruition. The state documents show Texas authorities issued an initial permit last month, clearing the way for the center to operate with as many as 21 pupils. Ad Astra’s website says it’s “currently open to all children ages 3 to 9.” The school’s account on X includes job postings for an assistant teacher for preschool and kindergarten and an assistant teacher for students ages 6 to 9. To run the school, Ad Astra is partnering with a company that has experience with billionaires: Xplor Education, which developed Hala Kahiki Montessori school in Lanai, Hawaii, the island 98% owned by Oracle Corp. founder Larry Ellison. Ad Astra sits on a highway outside Bastrop, a bedroom community about 30 miles from Austin and part of a region that’s home to several of Musk’s businesses. On a visit during a recent weekday morning, there was a single Toyota Prius in the parking lot and no one answered the door at the white building with a gray metal roof. The school’s main entrance was blocked by a gate, and there was no sign of any children on the grounds. But what information there is about Ad Astra makes it sound like a fairly typical, if high-end, Montessori preschool. The proposed schedule includes “thematic, STEM-based activities and projects” as well as outdoor play and nap time. A sample snack calendar features carrots and hummus. While Birchall’s and Balajadia’s names appear in the application, it isn’t clear that they’ll have substantive roles at the school once it’s operational. Musk, Birchall and Balajadia didn’t respond to emailed questions. A phone call and email to the school went unanswered. Access to high quality, affordable childcare is a huge issue for working parents across the country, and tends to be an especially vexing problem in rural areas like Bastrop. Many families live in “childcare deserts” where there is either not a facility or there isn’t an available slot. Opening Ad Astra gives Musk a chance to showcase his vision for education, and his support for the hands-on learning and problem solving that are a hallmark of his industrial companies. His public comments about learning frequently overlap with cultural concerns popular among conservatives and the Make America Great Again crowd, often focusing on what he sees as young minds being indoctrinated by teachers spewing left-wing propaganda. He has railed against diversity, equity and inclusion efforts, and in August posted that “a lot of schools are teaching white boys to hate themselves.” Musk’s educational interests dovetail with his new role as Trump’s “first buddy.” The billionaire has pitched a role for himself that he — and now the incoming Trump administration — call “DOGE,” or the Department of Government Efficiency. Though it’s not an actual department, DOGE now posts on X, the social media platform that Musk owns. “The Department of Education spent over $1 billion promoting DEI in America’s schools,” the account posted Dec. 12. Back in Texas, Bastrop is quickly becoming a key Musk point of interest. The Boring Co., his tunneling venture, is based in an unincorporated area there. Across the road, SpaceX produces Starlink satellites at a 500,000-square-foot (46,000-square-meter) facility. Nearby, X is constructing a building for trust and safety workers. Musk employees, as well as the general public, can grab snacks at the Boring Bodega, a convenience store housed within Musk’s Hyperloop Plaza, which also contains a bar, candy shop and hair salon. Ad Astra is just a five-minute drive away. It seems to have been designed with the children of Musk’s employees — if not Musk’s own offspring — in mind. Musk has fathered at least 12 children, six of them in the last five years. “Ad Astra’s mission is to foster curiosity, creativity, and critical thinking in the next generation of problem solvers and builders,” reads the school’s website. A job posting on the website of the Montessori Institute of North Texas says “While their parents support the breakthroughs that expand the realm of human possibility, their children will grow into the next generation of innovators in a way that only authentic Montessori can provide.” The school has hired an executive director, according to documents Bloomberg obtained from Texas Health and Human Services. Ad Astra is located on 40 acres of land, according to the documents, which said a 4,000-square-foot house would be remodeled for the preschool. It isn’t uncommon for entrepreneurs to take an interest in education, according to Bill Gormley, a professor emeritus at the McCourt School of Public Policy at Georgetown University who studies early childhood education. Charles Butt, the chairman of the Texas-based H-E-B grocery chain, has made public education a focus of his philanthropy. Along with other business and community leaders, Butt founded “Raise Your Hand Texas,” which advocates on school funding, teacher workforce and retention issues and fully funding pre-kindergarten. “Musk is not the only entrepreneur to recognize the value of preschool for Texas workers,” Gormley said. “A lot of politicians and business people get enthusiastic about education in general — and preschool in particular — because they salivate at the prospect of a better workforce.” Political Moves Musk spent much of October actively campaigning for Trump’s presidential effort, becoming the most prolific donor of the election cycle. He poured at least $274 million into political groups in 2024, including $238 million to America PAC, the political action committee he founded. While the vast majority of money raised by America PAC came from Musk himself, it also had support from other donors. Betsy DeVos, who served as education secretary in Trump’s first term, donated $250,000, federal filings show. The Department of Education is already in the new administration’s cross hairs. Trump campaigned on the idea of disbanding the department and dismantling diversity initiatives, and he has also taken aim at transgender rights. “Rather than indoctrinating young people with inappropriate racial, sexual, and political material, which is what we’re doing now, our schools must be totally refocused to prepare our children to succeed in the world of work,” Trump wrote in Agenda 47, his campaign platform. Musk has three children with the musician Grimes and three with Shivon Zilis, who in the past was actively involved at Neuralink, his brain machine interface company. All are under the age of five. Musk took X, his son with Grimes, with him on a recent trip to Capitol Hill. After his visit, he shared a graphic that showed the growth of administrators in America’s public schools since 2000. Tuition Costs Musk is a fan of hands-on education. During a Tesla earnings call in 2018, he talked about the need for more electricians as the electric-car maker scaled up the energy side of its business. On the Joe Rogan podcast in 2020, Musk said that “too many smart people go into finance and law.” “I have a lot of respect for people who work with their hands and we need electricians and plumbers and carpenters,” Musk said while campaigning for Trump in Pennsylvania in October. “That’s a lot more important than having incremental political science majors.” Ad Astra’s website says the cost of tuition will be initially subsidized, but in future years “tuition will be in line with local private schools that include an extended day program.” “I do think we need significant reform in education,” Musk said at a separate Trump campaign event. “The priority should be to teach kids skills that they will find useful later in life, and to leave any sort of social propaganda out of the classroom.” With assistance from Sophie Alexander and Kara Carlson. ©2024 Bloomberg News. Visit at bloomberg.com. Distributed by Tribune Content Agency, LLC.

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Key Automotive Ambient Lighting Market Trend 2024-2033: Tech Innovations

With artificial intelligence (AI) booming, semiconductor giants Nvidia and Broadcom are racing to meet skyrocketing demand. With AI’s relentless need for computing power, both companies are poised for immense growth. Nvidia has captured the spotlight, thanks to its revolutionary GPU technology. Already famed for its Hopper accelerator chips, the tech titan is introducing “Blackwell,” its latest AI architecture. Market experts project an average earnings surge of 38% for Nvidia, underscoring high expectations for this cutting-edge innovation. Conversely, Broadcom has diversified its portfolio both in chips, including advanced AI inference chips, and enterprise infrastructure software. This shift is paying off; AI related revenues have skyrocketed by 220% within a year. Analysts foresee Broadcom’s earnings growing about 22% annually, as the company targets a potential $90 billion AI market opportunity by 2027 through strategic deals, likely involving industry giants like OpenAI and Apple. However, investors face a conundrum: which stock promises the best returns by 2025? Analyzing the Price/Earnings-to-Growth (PEG) ratios, Nvidia appears a better value with a PEG of 1.2, compared to Broadcom’s 1.8. Nvidia’s enticing PEG ratio highlights a possibly lucrative investment, even though the risk associated with innovation remains. Despite the risks, AI’s trajectory suggests it’s here to stay. Nvidia’s strategic rollouts position it favorably to maintain its AI leadership. While Broadcom’s more balanced portfolio draws less dependency on AI, Nvidia’s potential growth edges out its rivals for those eyeing substantial returns in the near future. As AI continues its boom, both companies are well-situated, but Nvidia seems the top contender heading into 2025. Semiconductor Showdown: Nvidia vs. Broadcom in the AI Revolution As the AI industry experiences unprecedented expansion, semiconductor giants Nvidia and Broadcom are racing to meet the surging demands for advanced computing power. Here’s a closer look at the new developments, market strategies, and future forecasts for these technology leaders, expected to lead innovation in the AI landscape. Nvidia’s Edge with Blackwell Technology Nvidia has consistently been at the forefront of AI innovation, primarily due to its groundbreaking GPU advancements. Building on its success with the Hopper accelerator chips, Nvidia is now unveiling its new AI architecture, “Blackwell.” This new technology is poised to boost Nvidia’s market position and growth potential, which analysts estimate could see a 38% increase in average earnings. Nvidia’s continuous innovations signify its commitment to staying at the top of AI technological development, opening avenues for more robust AI use cases. Broadcom’s Strategic Diversification Unlike Nvidia, Broadcom has adopted a more diversified strategy by integrating advanced AI inference chips with enterprise infrastructure software. This diversification strategy has significantly paid off, as reflected by a remarkable 220% increase in AI-related revenues over the past year. Analysts predict that Broadcom’s earnings could grow by approximately 22% annually. By targeting a $90 billion AI market opportunity by 2027 through strategic partnerships, including potential alliances with tech giants like OpenAI and Apple, Broadcom is positioning itself to capture significant AI market share. Investment Analysis: Nvidia vs. Broadcom For investors deliberating between Nvidia and Broadcom, analyzing the Price/Earnings-to-Growth (PEG) ratios provides insightful data. Nvidia holds a more attractive PEG ratio at 1.2 compared to Broadcom’s 1.8, suggesting it might offer better value for prospective investors. This metric highlights Nvidia’s stronger growth potential over the next few years, making it an enticing candidate despite the inherent risks associated with rapid tech innovation. Future Growth and Market Potential Looking towards the future, notwithstanding the risks, the AI revolution promises sustained presence and growth. Nvidia’s strategic advancements position it favorably to maintain its AI leadership. On the other hand, Broadcom’s balanced approach with its diversified portfolio reduces its dependency on the AI sector alone. However, from a potential growth perspective, Nvidia seems to stand out, especially for investors eyeing significant returns by 2025. As AI continues to reshape industries, both Nvidia and Broadcom are well-poised to capitalize on this trend. Yet, for those seeking substantial growth within a short timeline, Nvidia emerges as a compelling contender, potentially driving transformational changes alongside the AI wave. For more insights into Nvidia and Broadcom’s groundbreaking technologies, visit their respective domains: – Nvidia – BroadcomAP Trending SummaryBrief at 5:34 p.m. ESTBritish tennis star Katie Boulter has announced her engagement to Australian ace Alex de Minaur. Boulter, 28, has been with 25-year-old De Minaur for more than four years and on Monday morning shared a picture of the couple together - with a ring showing on her finger. "We've been keeping a small secret," she wrote in a caption, with a smiling face emoji. A list of well-wishers left comments below her post after the announcement. It's not yet clear when the tennis pair plan to tie the knot, but they could face off in direct competition at the United Cup in Australia early next year. Great Britain and Australia have been drawn in the same group for the tournament. Instagram Instagram , which may be using cookies and other technologies. To show you this content, we need your permission to use cookies. 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Although a lot of tools have been digitized and consolidated into our smartphones, from cameras, music players, calendars, alarm clocks, flashlights, and of course phones, perhaps none are as useful as the GPS and navigational capabilities. The major weakness here, though, is that this is a single point of failure. If there’s no cell service, if the battery dies, or you find yourself flying a bomber during World War II then you’re going to need another way to navigate, . The compass, as its name implies, also doesn’t rely on using the Earth’s magnetic field since that would have been difficult or impossible inside of an airplane. Instead, it can use various celestial bodies to get a heading. But it’s not quite as simple as pointing it at a star and heading off into the wild blue yonder. First you’ll need to know the current time and date and look those up in a companion chart. The chart lists the global hour angle and the declination for a number of celestial bodies which can be put into the compass. From there the latitude is set and the local hour angle is calculated and set, and then the compass is rotated until the object is sighted. After all of that effort, a compass heading will be shown. For all its complexity, a tool like this can be indispensable in situations where modern technology fails. While it does rely on precise tabulated astrometric data to be on hand, as long as that’s available it’s almost failsafe, especially compared to a modern smartphone. Of course, you’ll also need a fairly accurate way of timekeeping .

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The financial services sector of Bangladesh is yet to reach its full potential despite the significant advancements seen so far, according to Ahsan H Mansur, governor of the Bangladesh Bank. "There is no single entity behind this failure. Maybe we could have worked with more dedication. Maybe there was a deviation. But nonetheless, we should self-analyse our failures," he said. Mansur was speaking as chief guest at the golden jubilee of the Bangladesh Institute of Bank Management (BIBM) in the Mirpur area of Dhaka yesterday. The event, presided over by BIBM Director General Md Akhtaruzzaman, opened with a discussion on the challenges and potential for financial services in the country. The inaugural session was moderated by Shah Md Ahsan Habib, a professor at the BIBM. Mansur said no institution can stand alone and must cooperate with others in order to succeed, with the same being applicable for financial service providers. He also said the financial services sector is by no means small, as subsets like the banking industry are a major part of it. Against this backdrop, he warned that the financial services sector may eventually be brought to the brink of destruction if the interests of depositors and investors are not properly protected. Regarding opportunities in the banking industry, he said it could increase contributions towards addressing both new and existing challenges through initiatives to finance sustainable and environmental projects. Mansur informed that while all the banks have predetermined goals in terms of investing in various sectors, most bank officials do not know how the money will actually be spent. "Therefore, the BIBM can work to increase the understanding of bank officials on these issues," he said, adding that innovative ideas like green bonds should also be brought forward. The Bangladesh Bank governor further said small and medium enterprises as well as emerging and unconventional industries, such as those focusing green and climate finance, are not well suited for availing financing from banks. "Funds are being given to numerous sectors, but they are not being transferred. The people in charge of banks and other financial institutions are either not very excited about these industries or are not willing to take chances," he said. "Here, we must adopt a new perspective," Mansur added, conveying his hope that the country's financial institutions will play a stronger role in funding the non-conventional and new sectors. Mansur, also chairman of the BIBM governing board, urged for addressing new challenges in the banking sector, such as that involving climate financing, green financing, developments in financial services and technological innovations. Noting that such institutions are much needed for developing the banking industry, he said the BIBM has been able to play an important role in building human resources for this segment. Furthermore, Mansur asked the BIBM to focus on attracting foreign students and spreading its name in the international arena. Masrur Arefin, vice chairman of the Association of Bankers Bangladesh, said the banking industry must move forward with the times. "We need to increase our understanding on various topics, such as artificial intelligence, machine learning and blockchain," he added. Arefin, also the managing director of City Bank, further said the country's digital banking services have reached a certain threshold, as every bank now provides digital support to their customers. He expressed hope that Bangladesh Bank will look into the extent of digital lending services provided by banks. The financial services sector of Bangladesh is yet to reach its full potential despite the significant advancements seen so far, according to Ahsan H Mansur, governor of the Bangladesh Bank. "There is no single entity behind this failure. Maybe we could have worked with more dedication. Maybe there was a deviation. But nonetheless, we should self-analyse our failures," he said. Mansur was speaking as chief guest at the golden jubilee of the Bangladesh Institute of Bank Management (BIBM) in the Mirpur area of Dhaka yesterday. The event, presided over by BIBM Director General Md Akhtaruzzaman, opened with a discussion on the challenges and potential for financial services in the country. The inaugural session was moderated by Shah Md Ahsan Habib, a professor at the BIBM. Mansur said no institution can stand alone and must cooperate with others in order to succeed, with the same being applicable for financial service providers. He also said the financial services sector is by no means small, as subsets like the banking industry are a major part of it. Against this backdrop, he warned that the financial services sector may eventually be brought to the brink of destruction if the interests of depositors and investors are not properly protected. Regarding opportunities in the banking industry, he said it could increase contributions towards addressing both new and existing challenges through initiatives to finance sustainable and environmental projects. Mansur informed that while all the banks have predetermined goals in terms of investing in various sectors, most bank officials do not know how the money will actually be spent. "Therefore, the BIBM can work to increase the understanding of bank officials on these issues," he said, adding that innovative ideas like green bonds should also be brought forward. The Bangladesh Bank governor further said small and medium enterprises as well as emerging and unconventional industries, such as those focusing green and climate finance, are not well suited for availing financing from banks. "Funds are being given to numerous sectors, but they are not being transferred. The people in charge of banks and other financial institutions are either not very excited about these industries or are not willing to take chances," he said. "Here, we must adopt a new perspective," Mansur added, conveying his hope that the country's financial institutions will play a stronger role in funding the non-conventional and new sectors. Mansur, also chairman of the BIBM governing board, urged for addressing new challenges in the banking sector, such as that involving climate financing, green financing, developments in financial services and technological innovations. Noting that such institutions are much needed for developing the banking industry, he said the BIBM has been able to play an important role in building human resources for this segment. Furthermore, Mansur asked the BIBM to focus on attracting foreign students and spreading its name in the international arena. Masrur Arefin, vice chairman of the Association of Bankers Bangladesh, said the banking industry must move forward with the times. "We need to increase our understanding on various topics, such as artificial intelligence, machine learning and blockchain," he added. Arefin, also the managing director of City Bank, further said the country's digital banking services have reached a certain threshold, as every bank now provides digital support to their customers. He expressed hope that Bangladesh Bank will look into the extent of digital lending services provided by banks.

COLUMBUS, Ohio, Dec. 17, 2024 (GLOBE NEWSWIRE) -- Worthington Enterprises, Inc. (NYSE: WOR), a market-leading designer and manufacturer of innovative products and solutions that serve customers in the building products and consumer products end markets, today reported results for its fiscal 2025 second quarter ended November 30, 2024. Second Quarter Highlights (all comparisons to the second quarter of fiscal 2024): Net sales of $274.0 million, decreased 8% driven by the deconsolidation of the former Sustainable Energy Solutions segment (“SES”) Adjusted EPS of $0.60 from continuing operations (diluted), up 5% and adjusted EBITDA of $56.2 million, up 2%, despite lower net sales Repurchased 200,000 shares of common stock for $8.1 million leaving 5,715,000 shares remaining on the Company’s share repurchase authorization Declared a quarterly dividend of $0.17 per share payable on March 28, 2025, to shareholders of record at the close of business on March 14, 2025 Financial highlights, on a continuing operations basis, for the current year and prior year quarters are as follows: “We delivered solid financial results for the quarter despite mild but persistent macro headwinds, achieving year over year and sequential growth in adjusted EBITDA and adjusted EPS,” said Worthington Enterprises President and CEO Joe Hayek. “Consumer Products’ earnings growth was driven by increased volumes and improved gross margins. Building Products generated higher earnings driven by the inclusion of Ragasco and stronger contributions from WAVE." Consolidated Quarterly Results Net sales for the second quarter of fiscal 2025 were $274.0 million, a decrease of $24.2 million, or 8.1%, from the prior year quarter, primarily driven by the deconsolidation of SES during the fourth quarter of fiscal 2024. Net sales in the prior year quarter include $27.5 million related to SES, which is now operated as an unconsolidated joint venture and results are reported within equity income on the consolidated statement of earnings beginning June 1, 2024. Operating income of $3.5 million was favorable $17.9 million to the operating loss in the prior year quarter due to certain nonrecurring effects of the separation of the former Steel Processing business (“Separation”) in the prior year, including one-time Separation costs and stranded corporate costs eliminated post-Separation, partially offset by higher restructuring and other expense in the current quarter. Excluding these items, adjusted operating income was $6.1 million, an increase of $3.8 million over the prior year quarter, primarily driven by the inclusion of Ragasco, which was acquired on June 3, 2024, along with higher overall gross margin. Equity income decreased $4.1 million from the prior year quarter to $34.6 million, on lower contributions from ClarkDietrich in the current year quarter and the $2.8 million gain in the prior year quarter related to the divestiture of the Brazilian operations of the engineered cabs joint venture. These headwinds were partially offset by a $3.1 million increase in equity earnings from WAVE. ClarkDietrich contributed equity earnings of $9.7 million, down $4.0 million from the prior year quarter, but up $1.0 million sequentially from the first quarter of fiscal 2025. Income tax expense was $9.1 million in the second quarter of fiscal 2025 compared to $6.6 million in the prior year quarter. The increase was driven by higher pre-tax earnings from continuing operations, partially offset by a lower estimated annual effective tax rate of 24.1%, down from 25.7% in the prior year quarter. Balance Sheet and Cash Flow The Company ended the quarter with cash of $193.8 million, down $50.4 million from May 31, 2024, primarily driven by the acquisition of Ragasco. During the second quarter, the Company generated operating cash flow of $49.1 million, of which $15.2 million was invested in capital projects, including approximately $4.9 million related to previously announced facility modernization projects. Total debt at quarter end consisted entirely of long-term debt and was relatively unchanged from May 31, 2024, at $295.7 million. The Company had no borrowings under its revolving credit facility as of November 30, 2024, leaving $500.0 million available for future use. Quarterly Segment Results Consumer Products generated net sales of $116.7 million during the second quarter of fiscal 2025, down $2.6 million, or 2.2%, from the prior year quarter, primarily driven by a less favorable product mix that was partially offset by higher volumes. Adjusted EBITDA was $15.5 million, up $2.8 million over the prior year quarter, on the combined impact of higher volumes and gross margin improvement partially offset by higher SG&A expense. Building Products generated net sales of $157.3 million during the second quarter of fiscal 2025, an increase of $6.0 million, or 4.0%, over the prior year quarter on contributions from Ragasco, partially offset by lower overall volumes. Adjusted EBITDA of $47.2 million, was up $1.4 million over the prior year quarter, as contributions from Ragasco and higher equity income from WAVE were partially offset by the combined impact of lower volumes and lower contributions of equity income from ClarkDietrich. Outlook “Our team continues to navigate the current environment effectively, maintaining a strong focus on delivering value-added solutions and products for our customers,” Hayek said. “While we are pleased with our performance, we continue to set our sights higher. We have improved our value propositions in multiple product lines over the last year, and we are very well positioned as growth returns to our end markets. Led by our people-first, performance-based culture, leveraging a solid balance sheet and a commitment to transformation, innovation and M&A, we are confident in our ability to optimize our business, drive sustainable growth and deliver long-term value to our shareholders.” Conference Call The Company will review fiscal 2025 second quarter results during its quarterly conference call on December 18, 2024, at 8:30 a.m. Eastern Time. Details regarding the conference call can be found on the Company website at www.WorthingtonEnterprises.com. About Worthington Enterprises Worthington Enterprises (NYSE: WOR) is a designer and manufacturer of market-leading brands that help enable people to live safer, healthier and more expressive lives. The Company operates with two primary business segments: Building Products and Consumer Products. The Building Products segment includes cooking, heating, cooling and water solutions, architectural and acoustical grid ceilings and metal framing and accessories. The Consumer Products segment provides solutions for the tools, outdoor living and celebrations categories. Product brands within the Worthington Enterprises portfolio include Balloon Time®, Bernzomatic®, Coleman® (propane cylinders), CoMet®, Garden Weasel®, General®, HALOTM, HawkeyeTM, Level5 Tools®, Mag Torch®, NEXITM, Pactool International®, PowerCoreTM, Ragasco®, Well-X-Trol® and XLiteTM, among others. The Company also serves the growing global hydrogen ecosystem via a joint venture focused on on-board fueling systems and gas containment solutions. Headquartered in Columbus, Ohio, Worthington Enterprises and its joint ventures employ approximately 6,000 people throughout North America and Europe. Founded in 1955 as Worthington Industries, Worthington Enterprises follows a people-first Philosophy with earning money for its shareholders as its first corporate goal. Worthington Enterprises achieves this outcome by empowering its employees to innovate, thrive and grow with leading brands in attractive markets that improve everyday life. The Company engages deeply with local communities where it has operations through volunteer efforts and The Worthington Companies Foundation , participates actively in workforce development programs and reports annually on its corporate citizenship and sustainability efforts . For more information, visit worthingtonenterprises.com . Safe Harbor Statement Selected statements contained in this release constitute “forward-looking statements,” as that term is used in the Private Securities Litigation Reform Act of 1995 (the “Act”). The Company wishes to take advantage of the safe harbor provisions included in the Act. Forward-looking statements reflect the Company’s current expectations, estimates or projections concerning future results or events. These statements are often identified by the use of forward-looking words or phrases such as “believe,” “expect,” “anticipate,” “may,” “could,” “should,” “would,” “intend,” “plan,” “will,” “likely,” “estimate,” “project,” “position,” “strategy,” “target,” “aim,” “seek,” “foresee” and similar words or phrases. These forward-looking statements include, without limitation, statements relating to: future or expected cash positions, liquidity and ability to access financial markets and capital; outlook, strategy or business plans; the anticipated benefits of the separation of the Company’s Steel Processing business (the “Separation); the expected financial and operational performance of, and future opportunities for, the Company following the Separation; the Company’s performance on a pro forma basis to illustrate the estimated effects of the Separation on historical periods; the tax treatment of the Separation transaction; future or expected growth, growth potential, forward momentum, performance, competitive position, sales, volumes, cash flows, earnings, margins, balance sheet strengths, debt, financial condition or other financial measures; pricing trends for raw materials and finished goods and the impact of pricing changes; the ability to improve or maintain margins; expected demand or demand trends for the Company or its markets; additions to product lines and opportunities to participate in new markets; expected benefits from transformation and innovation efforts; the ability to improve performance and competitive position at the Company’s operations; anticipated working capital needs, capital expenditures and asset sales; anticipated improvements and efficiencies in costs, operations, sales, inventory management, sourcing and the supply chain and the results thereof; projected profitability potential; the ability to make acquisitions and the projected timing, results, benefits, costs, charges and expenditures related to acquisitions, joint ventures, headcount reductions and facility dispositions, shutdowns and consolidations; projected capacity and the alignment of operations with demand; the ability to operate profitably and generate cash in down markets; the ability to capture and maintain market share and to develop or take advantage of future opportunities, customer initiatives, new businesses, new products and new markets; expectations for Company and customer inventories, jobs and orders; expectations for the economy and markets or improvements therein; expectations for generating improving and sustainable earnings, earnings potential, margins or shareholder value; effects of judicial rulings; the ever-changing effects of the novel coronavirus (“COVID-19”) pandemic and the various responses of governmental and nongovernmental authorities thereto on economies and markets, and on our customers, counterparties, employees and third-party service providers; and other non-historical matters. Because they are based on beliefs, estimates and assumptions, forward-looking statements are inherently subject to risks and uncertainties that could cause actual results to differ materially from those projected. Any number of factors could affect actual results, including, without limitation, those that follow: the uncertainty of obtaining regulatory approvals in connection with the Separation, including rulings from the Internal Revenue Service; the Company’s ability to successfully realize the anticipated benefits of the Separation; the risks, uncertainties and impacts related to the COVID-19 pandemic – the duration, extent and severity of which are impossible to predict, including the possibility of future resurgence in the spread of COVID-19 or variants thereof – and the availability, effectiveness and acceptance of vaccines, and other actual or potential public health emergencies and actions taken by governmental authorities or others in connection therewith; the effect of national, regional and global economic conditions generally and within major product markets, including significant economic disruptions from COVID-19, the actions taken in connection therewith and the implementation of related fiscal stimulus packages; the effect of conditions in national and worldwide financial markets, including inflation, increases in interest rates and economic recession, and with respect to the ability of financial institutions to provide capital; the impact of tariffs, the adoption of trade restrictions affecting the Company’s products or suppliers, a United States withdrawal from or significant renegotiation of trade agreements, the occurrence of trade wars, the closing of border crossings, and other changes in trade regulations or relationships; changing oil prices and/or supply; product demand and pricing; changes in product mix, product substitution and market acceptance of the Company’s products; volatility or fluctuations in the pricing, quality or availability of raw materials (particularly steel), supplies, transportation, utilities, labor and other items required by operations (especially in light of the COVID-19 pandemic and Russia’s invasion of Ukraine); effects of sourcing and supply chain constraints; the outcome of adverse claims experience with respect to workers’ compensation, product recalls or product liability, casualty events or other matters; effects of facility closures and the consolidation of operations; the effect of financial difficulties, consolidation and other changes within the steel, automotive, construction and other industries in which the Company participates; failure to maintain appropriate levels of inventories; financial difficulties (including bankruptcy filings) of original equipment manufacturers, end-users and customers, suppliers, joint venture partners and others with whom the Company does business; the ability to realize targeted expense reductions from headcount reductions, facility closures and other cost reduction efforts; the ability to realize cost savings and operational, sales and sourcing improvements and efficiencies, and other expected benefits from transformation initiatives, on a timely basis; the overall success of, and the ability to integrate, newly-acquired businesses and joint ventures, maintain and develop their customers, and achieve synergies and other expected benefits and cost savings therefrom; capacity levels and efficiencies, within facilities, within major product markets and within the industries in which the Company participates as a whole; the effect of disruption in the business of suppliers, customers, facilities and shipping operations due to adverse weather, casualty events, equipment breakdowns, labor shortages, interruption in utility services, civil unrest, international conflicts (especially in light of Russia’s invasion of Ukraine), terrorist activities or other causes; changes in customer demand, inventories, spending patterns, product choices, and supplier choices; risks associated with doing business internationally, including economic, political and social instability (especially in light of Russia’s invasion of Ukraine), foreign currency exchange rate exposure and the acceptance of the Company’s products in global markets; the ability to improve and maintain processes and business practices to keep pace with the economic, competitive and technological environment; the effect of inflation, interest rate increases and economic recession, which may negatively impact the Company’s operations and financial results; deviation of actual results from estimates and/or assumptions used by the Company in the application of its significant accounting policies; the level of imports and import prices in the Company’s markets; the impact of environmental laws and regulations or the actions of the United States Environmental Protection Agency or similar regulators which increase costs or limit the Company’s ability to use or sell certain products; the impact of increasing environmental, greenhouse gas emission and sustainability regulations and considerations; the impact of judicial rulings and governmental regulations, both in the United States and abroad, including those adopted by the United States Securities and Exchange Commission and other governmental agencies as contemplated by the Coronavirus Aid, Relief and Economic Security (CARES) Act, the Consolidated Appropriations Act, 2021, the American Rescue Plan Act of 2021, and the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010; the effect of healthcare laws in the United States and potential changes for such laws, especially in light of the COVID-19 pandemic, which may increase the Company’s healthcare and other costs and negatively impact the Company’s operations and financial results; the effects of tax laws in the United States and potential changes for such laws, which may increase the Company’s costs and negatively impact the Company’s operations and financial results; cyber security risks; the effects of privacy and information security laws and standards; and other risks described from time to time in the Company’s filings with the United States Securities and Exchange Commission, including those described in “Part I – Item 1A. – Risk Factors” of the Company’s Annual Report on Form 10-K for the fiscal year ended May 31, 2024. Forward-looking statements should be construed in the light of such risks. The Company notes these factors for investors as contemplated by the Act. It is impossible to predict or identify all potential risk factors. Consequently, readers should not consider the foregoing list to be a complete set of all potential risks and uncertainties. Readers are cautioned not to place undue reliance on any forward-looking statements, which speak only as of the date made. The Company does not undertake, and hereby disclaims, any obligation to update any forward-looking statements, whether as a result of new information, future developments or otherwise, except as required by applicable law. WORTHINGTON ENTERPRISES, INC. NON-GAAP FINANCIAL MEASURES (In thousands, except units and per share amounts The following provides a reconciliation of non-GAAP financial measures, including adjusted operating income, adjusted earnings before income taxes, adjusted income tax expense (benefit), adjusted net earnings from continuing operations attributable to controlling interest, and adjusted earnings per diluted share from continuing operations attributable to controlling interest, from their most comparable GAAP measure for the three and six months ended November 30, 2024 and 2023. Refer to the Use of Non-GAAP Financial Measures and Definitions section herein and non-GAAP footnotes below for further information on these measures. To further assist in the analysis of segment results for the three and six months ended November 30, 2024 and 2023 the following supplemental information has been provided. Reconciliations of adjusted EBITDA from continuing operations and adjusted EBITDA margin from continuing operations to the most comparable GAAP measures are provided below. A reconciliation from earnings before income taxes from continuing operations to the non-GAAP financial measure of adjusted EBITDA from continuing operations for the each of the periods presented is provided below. WORTHINGTON ENTERPRISES, INC. USE OF NON-GAAP FINANCIAL MEASURES AND DEFINITIONS NON-GAAP FINANCIAL MEASURES. These materials include certain financial measures that are not calculated and presented in accordance with accounting principles generally accepted in the United States (“GAAP”). The non-GAAP financial measures typically exclude items that management believes are not reflective of, and thus should not be included when evaluating the performance of the Company’s ongoing operations. Management uses the non-GAAP financial measures to evaluate the Company’s performance, engage in financial and operational planning, and determine incentive compensation. Management believes these non-GAAP financial measures provide useful supplemental information and additional perspective on the performance of the Company’s ongoing operations and should not be considered as an alternative to the comparable GAAP measure. Additionally, management believes these non-GAAP financial measures allow for meaningful comparisons and analysis of trends in the Company’s businesses and enable investors to evaluate operations and future prospects in the same manner as management. The following provides an explanation of each non-GAAP financial measure presented in these materials: Adjusted operating income (loss) is defined as operating income (loss) excluding the items listed below, to the extent naturally included in operating income (loss). Adjusted net earnings from continuing operations is defined as net earnings from continuing operations attributable to controlling interest (“net earnings from continuing operations”) excluding the after-tax effect of the excluded items outlined below. Adjusted earnings per diluted share from continuing operations (“Adjusted EPS from continuing operations”) is defined as adjusted net earnings from continuing operations divided by diluted weighted-average shares outstanding). Adjusted EBITDA is defined as adjusted earnings before interest, taxes, depreciation, and amortization. EBITDA is calculated by adding or subtracting, as appropriate, interest expense, net, income tax expense, depreciation, and amortization to/from net earnings from continuing operations attributable to controlling interest, which is further adjusted to exclude impairment and restructuring charges (gains) as well as other items that management believes are not reflective of, and thus should not be included when evaluating the performance of its ongoing operations, as outlined below. Adjusted EBITDA also excludes stock-based compensation due to its non-cash nature, which is consistent with how management assesses operating performance. At the segment level, adjusted EBITDA includes expense allocations for centralized corporate back-office functions that exist to support the day-to-day business operations. Public company and other governance costs are held at the corporate-level. Adjusted EBITDA margin is calculated by dividing adjusted EBITDA by net sales. Exclusions from Non-GAAP Financial Measures Management believes it is useful to exclude the following items from the non-GAAP financial measures presented in this report for its own and investors’ assessment of the business for the reasons identified below. Additionally, management may exclude other items from the Non-GAAP financial measures that do not occur in the ordinary course of our ongoing business operations and note them in the reconciliation from earnings before income taxes from continuing operations to the non-GAAP financial measure of adjusted EBITDA from continuing operations. Impairment charges are excluded because they do not occur in the ordinary course of our ongoing business operations, are inherently unpredictable in timing and amount, and are non-cash, which we believe facilitates the comparison of historical, current and forecasted financial results. Restructuring activities, which can result in both discrete gains and/or losses, consist of established programs that are not part of our ongoing operations, such as divestitures, closing or consolidating facilities, employee severance (including rationalizing headcount or other significant changes in personnel), and realignment of existing operations (including changes to management structure in response to underlying performance and/or changing market conditions). These items are excluded because they are not part of the ongoing operations of our underlying business. Separation costs, which consist of direct and incremental costs incurred in connection with the completed Separation are excluded as they are one-time in nature and are not expected to occur in period following the Separation. These costs include fees paid to third-party advisors, such as investment banking, audit and other advisory services as well as direct and incremental costs associated with the Separation of shared corporate functions. Results in the current fiscal year also include incremental compensation expense associated with the modification of unvested short and long-term incentive compensation awards, as required under the employee matters agreement executed in conjunction with the Separation. Loss on early extinguishment of debt is excluded because it does not occur in the normal course of business and may obscure analysis of trends and financial performance. Additionally, the amount and frequency of this type of charge is not consistent and is significantly impacted by the timing and size of debt extinguishment transactions. Corporate costs eliminated at Separation are those costs that were related to corporate resources that, post-Separation, no longer exist to support the Company’s continuing operations, but were not clearly identifiable to the former Steel Processing segment. Sonya L. Higginbotham Senior Vice President Chief of Corporate Affairs, Communications and Sustainability 614.438.7391 sonya.higginbotham@wthg.com Marcus A. Rogier Treasurer and Investor Relations Officer 614.840.4663 marcus.rogier@wthg.com 200 West Old Wilson Bridge Rd. Columbus, Ohio 43085 WorthingtonEnterprises.com

The Swatch Group AG ( OTCMKTS:SWGAY – Get Free Report ) was the recipient of a significant growth in short interest in December. As of December 15th, there was short interest totalling 28,500 shares, a growth of 27.2% from the November 30th total of 22,400 shares. Based on an average daily volume of 438,700 shares, the days-to-cover ratio is presently 0.1 days. The Swatch Group Stock Performance OTCMKTS SWGAY opened at $9.03 on Friday. The stock’s 50-day moving average is $9.41 and its two-hundred day moving average is $9.89. The Swatch Group has a fifty-two week low of $8.65 and a fifty-two week high of $13.66. Analyst Upgrades and Downgrades Several equities research analysts have recently issued reports on the company. Berenberg Bank upgraded The Swatch Group to a “strong sell” rating in a report on Wednesday, October 30th. UBS Group upgraded shares of The Swatch Group to a “strong sell” rating in a research note on Monday, September 23rd. Finally, Jefferies Financial Group lowered shares of The Swatch Group from a “hold” rating to an “underperform” rating in a research note on Friday, September 20th. The Swatch Group Company Profile ( Get Free Report ) The Swatch Group AG designs, manufactures, and sells finished watches, jewelry, and watch movements and components worldwide. The company operates through Watches & Jewelry and Electronic Systems segments. The Watches & Jewelry segment designs, produces, and commercializes watches and jewelry. Recommended Stories Receive News & Ratings for The Swatch Group Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for The Swatch Group and related companies with MarketBeat.com's FREE daily email newsletter .

Reflecting on the life and legacy of Dr. Manmohan Singh, the esteemed former Prime Minister, fills me with deep respect and admiration. He was a leader who embodied wisdom, humility, and an unwavering commitment to the progress of all regions in India. It was under his leadership that I had the privilege of working on several critical initiatives for Jammu and Kashmir, witnessing firsthand his visionary approach to inclusive growth. During my tenure as the leader of the Federation of Chambers of Industries Kashmir (FCIK), I had numerous opportunities to meet Dr. Singh and attend special programs led by him. One of the most defining moments in both my career and personal interactions with Dr. Singh occurred in 2009. That year, under my leadership, FCIK made the bold decision to return the industrial incentive package announced by the central government in 2002. This decision, widely covered by the media, was a response to growing dissatisfaction in our region with the scheme’s implementation, which, in our view, failed to address the core issues it was intended to resolve. The day of our meeting with the Prime Minister at Hari Niwas in Jammu arrived. I was accompanied by my Vice President, Ghulam Mohammad Tramboo, and Secretary General, Syed Afaq Ahmad Qadiri. Upon arrival, we were greeted by the Secretary of Industries and Commerce, who conveyed a message from Chief Minister Ghulam Nabi Azad. The Chief Minister advised us to reconsider our decision to return the package and instead present a charter of demands, which the state government would fully support. Despite the persuasion, we made it clear that our intention was not to embarrass the Prime Minister but to protest the lack of attention to our region’s concerns. We reassured them that we knew how to express our protest in a dignified manner. At the meeting, Dr. Singh was surrounded by key figures, including Chief Minister Ghulam Nabi Azad, JKPCC Chief Saif ud Din Soz, Nawang Rigzin Jora, Dr. Haseeb Drabu and several central and state officials. We handed over the incentive package, wrapped in gift paper with a ribbon, as a symbolic gesture of our protest. I addressed Dr. Singh with the following remarks: “Sir, I have long admired your visionary policies and their impact on the Indian economy. I remember you saying in Parliament that ‘whatever breeds inequality in opportunities should be abandoned.’ This package, though well-intentioned, has only bred inequality in our region. More than 95% of its incentives have gone to units concentrated in just two districts out of the 22 in Jammu and Kashmir, with 90% going to outside investors. Despite our repeated efforts to include existing local units, we have been unsuccessful. We ask you to abandon this scheme of inequalities.” This moment was not just about expressing frustration; it highlighted our demand for policies that genuinely empower local industries and create meaningful opportunities for the people of Jammu and Kashmir, rather than perpetuating existing inequalities. Though some dignitaries were visibly unsettled by our action, Dr. Singh listened intently, acknowledged our concerns, and promised to revisit the issue. He then passed the booklet to his Principal Secretary, urging further discussions in Delhi. The booklet, which we handed to the Prime Minister, was published by J&K SIDCO. Upon learning of our action, the then Managing Director of SIDCO called me to express his displeasure, fearing the negative repercussions it might have on him, FCIK, and the entire industrial community in the region. However, Dr. Singh was never driven by revenge or malice. He respected diverse forms of protest, understanding that each method of resistance held its own significance. His approach to conflict was one of thoughtful, peaceful resistance, emphasizing the importance of dialogue while respecting the right to protest in all forms. As a result of our unique protest, the Prime Minister directed that a review of the industrial packages for Jammu and Kashmir and the North East be included as an additional task for the Task Force on Micro, Small, and Medium Enterprises (MSMEs) which was under constitution on the representation of MSME associations. Chaired by his Principal Secretary, T.K.A. Nair, the Task Force was set to focus on addressing key issues such as credit, marketing, labour, rehabilitation, exit policy, infrastructure, technology, skill development and taxation. As President of FCIK, I was appointed a member of the group, alongside Anil Goswami, the then Principal Secretary of Industries and Commerce in Jammu and Kashmir. Under T.K.A. Nair’s leadership, our team worked closely to identify policy bottlenecks and propose measures for the Prime Minister’s approval. Over time, the task force successfully realigned the policy, making it more inclusive and responsive to the diverse needs of various regions, especially Jammu and Kashmir. This revised framework supported existing industries and was harmonized with policies aimed at the North Eastern states, ensuring no disparities. One significant achievement of the Task Force was the approval of a corpus fund for the revival of sick industries and the allocation of grant-in-aid for the Jammu and Kashmir State Financial Corporation (J&KSFC). While these initiatives were announced with much anticipation, their implementation was delayed due to bureaucratic hurdles. Nevertheless, Dr. Singh’s vision for an inclusive policy remains a testament to his commitment to equitable development for all regions. In August 2010, while traveling from Anantnag to Srinagar, I received a call from a close friend informing me that Dr. Manmohan Singh, in a televised message, had announced the formation of a high-level expert group to develop a jobs plan for Jammu and Kashmir. The group, headed by former RBI Governor C. Rangarajan, was tasked with improving the “employability” of youth in the state. To my surprise, my name was included in the 6-member group. In his message, Dr. Singh said, “I am proposing to set up an Expert Group headed by Dr. C. Rangarajan, with N. R. Narayana Murthy, Tarun Das, P. Nanda Kumar, Shakeel Qalander, and an official representative of the J&K Government, to formulate a Jobs Plan for the State, involving both the public and private sectors.” The announcement came amidst significant unrest in the valley, and I was initially taken aback. I had neither been consulted nor given the opportunity to consent before the announcement. Later, I learned that the decision had been made at the recommendation of Chief Minister Omar Abdullah, who trusted my data-based approach over others. The composition of the group, which apart from Economic Advisor Dr. C. Rangarajan included highly respected individuals such as Infosys founder N.R Narayana Murthy, former CII Patron Tarun Das, former Agriculture Secretary Nanda Kumar, former Chief Secretary and B.B Vyas, made me feel privileged to be part of it. It was an opportunity to contribute to measures aimed at improving the prospects of youth in Jammu and Kashmir. During our meetings, we deliberated on various ideas to address the challenges faced by J&K youth in accessing quality education. One key proposal I put forward was the creation of supernumerary seats in educational institutions across India for J&K students. This initiative aimed to create additional opportunities in medical, engineering, and other professional courses, addressing the barriers to higher education. While most of the group supported the proposal in principle, the Chairman assured us it would be discussed further with the Prime Minister before a final decision was made. In addition to this, the group focused on skill development. N. R Narayan Murthy suggested partnering with multinational companies to provide training programs for J&K youth, with opportunities for employment afterward, through a public-private partnership model. As part of our efforts, Dr. Rangarajan arranged a meeting with Dr. Singh which lasted for more than one and a half hours during which we were served with high tea and snacks. At the meeting, Dr. Rangarajan presented the various initiatives under consideration, and it was then that Mr. Murthy mentioned my proposal regarding educational opportunities for J&K youth. When it was my turn, I explained the idea of allocating supernumerary seats for J&K students in medical, engineering, and other colleges across India for a period of 10 years. We discussed the proposal for a long time, with Dr. Singh asking several important questions about implementation. Other members contributed to the discussion, and Dr. Singh was convinced of its merit. However, he suggested we consult with Kapil Sibal, the Minister of Human Resource Development, to gather his perspective before proceeding. Unfortunately when the proposal was discussed with Mr. Sibal, he raised concerns that other states and union territories might request similar schemes, leading to complications for the central government. Although the supernumerary seats proposal was not approved, Dr. Singh responded positively by introducing alternative initiatives. Under his leadership, the government launched scholarship programs under the SSS scheme and skill development programs such as Udaan and Himayat. These initiatives have provided invaluable opportunities for young people in the region, equipping them with the skills necessary to pursue meaningful careers. I had the privilege of meeting Dr. Singh many more times, both during and after his tenure as Prime Minister. His governance was always centered on inclusivity, believing that no region, community, or individual should be left behind in India’s growth. His leadership during economic reforms was guided by the belief that policies must create equal opportunities for all, not just the privileged few. Dr. Singh’s vision and wisdom shaped every decision he made. His ability to listen to people from all regions and understand their concerns was extraordinary. He never allowed any community’s challenges to be sidelined in national policy. As we bid farewell to this great statesman, I remember his unwavering commitment to uplifting all people, regardless of their background. His belief in inclusive development was not just a political slogan but a guiding principle that transformed lives. Dr. Singh’s legacy will continue to inspire future leaders. His approach to economic policy, focused on equity, opportunity, and fairness, remains a model for all. I am deeply grateful for the opportunity to have worked with him and for the lasting impact he had on the people of Jammu and Kashmir and the entire nation. Rest in peace, Dr. Manmohan Singh. Your leadership will continue to inspire us all for generations to come. Syed Shakeel Qalander, Social Activist and Former President, Federation of Chamber of Industries of KashmirCross-border finance FinTech AstroPay has introduced its multicurrency wallet. The new offering, announced by the London-based company Tuesday (Dec. 17), is aimed at simplifying how users manage money across borders. “We’re making it easier for users to manage their money and take control of their finances, regardless of where they are or what currencies they need,” Marc Sacal , CEO of AstroPay, said in a news release. “This launch is a pivotal step in our mission to unlock opportunities for individuals to thrive in the global marketplace and empower millions to conduct secure, cross-border transactions with unmatched speed and ease,” Sacal added. According to the release, the wallet lets users store, manage and exchange multiple currencies, helping them simplify international travel and work. “ Cross-border money transfers come with competitive exchange rates and rapid processing times, ensuring fast and cost-effective solutions for personal and professional needs,” the company said, adding that users can also access both local prepaid cards issued by Mastercard and/or Visa. The release noted that the launch of the wallet coincides with AstroPay’s European expansion, with the company gaining an Electronic Money Institution (EMI) license in Denmark. Now operational in Denmark, Spain and Portugal, AstroPay aims to extend its services to additional EU countries, including Germany, France, Italy and Poland, by the end of next year. The debut of the new wallet comes as consumers continue to embrace digital wallets, in many cases using them for things other than payments . “While online payments remain the most common use for digital wallets, the technology is also being leveraged for non-financial purposes,” PYMNTS wrote earlier this month, citing data from the report “ Digital Wallets Beyond Financial Transactions: U.K. Edition ,” a collaboration with Google Wallet. That report showed that 21% of U.K. consumers have used their digital wallets for travel-related activities, like presenting boarding passes or public transport tickets. This trend is popular among younger users, with 37% of Generation Z and 27% of millennials saying they’ve used their digital wallets while traveling. Digital wallets are also a popular way of making peer-to-peer (P2P) transactions , with 19% of Gen Z and 12.5% of millennials regularly use digital wallets for bill-splitting. “As younger generations embrace this functionality, they’re changing how financial exchanges happen among peers, making digital wallets indispensable for everyday financial management,” PYMNTS wrote.

Question: What albums should every guitarist listen to and why? Greg Koch - Guest Picker Recorded in 1964, this album has been essential listening for generations of guitarists. Going from the gut, I would say B.B. King’s would be something every guitar player should listen to as it is the well from where every other electric blues guitar player drank from—whether they know it or not. is another one, but is really the essence of what electric blues is all about. Another worthy choice is this live album from 1966 which features an incredible take on Willie Nelson’s “Night Life.” I would say playing slide in open tunings. I have been playing mostly standard tuning for the simple convenience of it, but nothing is quite as filthy as playing slide in open G or open E. I’ve been bringing out two guitars specifically for those two tunings and it’s been a lot of fun. Bret Boyer - Reader of the Month Recorded in a single take in 1971, Spence’s vocal style complemented his folky, angular guitar approach. If you’ve never listened to the Bahamian guitarist Joseph Spence, you are in for a treat. Joseph is such a unique guitar player and singer, and his music is the purest expression of joy I’ve heard on an album. Start with it’s a great reminder to have fun and be yourself. Hub Hildenbrand’s music is very personal and unlike anything I’ve heard on guitar. Check out the album . He even bows his 1953 archtop on two tracks. Hub draws deeply from non-Western music, with a strong influence from the oud tradition in his playing. His music is quiet, deeply reflective, and searching. Nick Millevoi - Senior Editor Steve Reich’s “Electric Counterpoint,” the original version performed by Pat Metheny. It shows that since the guitar is capable of anything, you might as well use it to do exactly what you want to do and have some fun. And for experimentalists, it’s a great reminder that there’s so much you can do using nice, tonal chords. The EHX Attack Decay has been delivering loads of inspiration lately. After buying one earlier this year, it hasn’t left my board. The premise is simple—create swells with controls for attack and decay speeds—which leaves so much to be discovered. Ted Drozdowski - Editorial Director Son House’s , because it’s a reminder that music is something elemental. It comes from the soil and is more deeply embedded in us than our own DNA. House’s performances are Heaven and Hell, doubt and surety, love and death. It’s that raw, true, and beautifully imperfect—poetry that breathes. Prog rock, thanks to recently experiencing the BEAT Tour and David Gilmour live in the same week. That reminded me of how sublime prog can be when it functions on an empathetic level first. My bedrock for prog remains . The picture associated with this month’s Dojo is one of my all-time favorites. Taken in 1916, it marks the collision of two diverging cultural epochs. Mountain Chief, the head of the Piegan Blackfeet Tribe, sings into a powered solely by spring-loaded tension outside the Smithsonian. Across from him sits whom I consider the patron saint of American —the great Frances Densmore. You can feel the scope and weight of the ancient culture of the American West, and the presence of the then-ongoing women’s suffrage movement, which was three years from succeeding at getting the 19th Amendment passed by Congress. That would later happen on June 4, 1919—the initiative towards granting all women of this country the right to vote. (All American citizens, including Black women, were not granted suffrage until 1965.) Densmore traversed the entire breadth of the country, hauling her gramophone wax cylinder recorders into remote tribal lands, capturing songs by the Seminole in southern Florida, the Yuma in California, the Chippewa in Wisconsin, Quinailet songs in Northern Washington, and, of course, Mountain Chief outside the Smithsonian in Washington, D.C. Author of more than 20 books and 200 articles, she carefully preserved the rich cultural diversity of Native Americans with over 2,500 field recordings. Why am I writing about this? Firstly, to pay homage! Secondly, because it serves as a great reminder to seek and cultivate sound the studio as well. We live in a time of great technological power and convenience. Every week a new sample pack, plugin, pedal, or software instrument hits the market. For all the joy that these offerings bring, they deprive us of the joy of creating our own instruments from scratch. This month, I’m advocating for you to make some field recordings of your own—nature, urban, indoor, outdoor, specific locations, animals, or anything that piques your interest! Bring the material back to the studio and make music with it! I’ll show you how to make your own sample libraries to use in your music. Tighten up your belts, a multipart Dojo is now open. What do you need to get started? Quite simply, you just need any device that is capable of recording. This can range from your cell phone to a dedicated r. The real question is: Do you want to use mics housed in handheld units or have more robust mic pres with the ability to power larger live/studio microphones using XLR connectors found with the larger units? Let’s look at three scenarios. The Cellular Approach The absolute easiest way to get started is with your cell phone. Take advantage of a voice-memo recording app, or use an app that records multitrack audio like GarageBand on iOS. Phone recordings tend to sound very compressed and slightly lo-fi—which might be exactly what you want. However, the method can also introduce unwanted noise artifacts like low-end rumble (from handling the phone) and phasing (moving the mic while recording). I recommend using a tripod to hold your phone still while recording. You might also want to consider using an external mic and some software to edit your sample recordings on the phone. I like using a Koala Sampler ($4.99) on iOS devices. Upgrade Me The next step up is to use a portable recorder. These have much better mic pres, and offer true stereo recording with pivoting mic heads. This can give you the added benefit of controlling the width of your stereo image when recording or helping isolate two sound sources that are apart from each other. You sacrifice the ability to easily edit your recordings. You simply import them into your computer and edit the recording(s) from there. Pro-Level Quality I would recommend this scenario if you want to record multiple sources at once. These devices also have SMPTE time code, 60+ dB of gain, phantom power (+48 volts), advanced routing, and a 32-bit/192 kHz sampling rate, so you’ll never have a distorted recording even when the meter gets unexpectedly pegged into the red from a loud sound source. I recommend the Zoom F8n Pro ($1099). Now you can use your microphones! Best Practices Try to safely record as close to the sound source as you can to minimize ambient noise and really scrub through your recordings to find little snippets and sound “nuggets” that can make great material for creating your own instrument and sample library—which we’ll explore next month! Namaste. There’s a visceral feeling that goes along with really cranking the gain. Whether you’re using a clean amp or an already dirty setup, adding more gain can inspire you to play in an entirely different way. Below are a handful of pedals that can take you from classic crunch to death metal doom—and beyond. The Viking king of shred guitar has distilled his high-octane tone into a simple, two-knob overdrive. Designed for going into an already dirty amp, this stomp offers clarity, harmonics, and more. Few pedals captured the sound of Swedish death metal like the HM-2. The go-to setting is simple—all knobs maxed out. Flip over to the custom mode for more tonal range, higher gain, and thicker low end. Voiced with an aggressive, heavy tone with a tight low end, this pedal offers +/- 14 dB of bass, a powerful noise gate, and an LED to let you know when the gate is on. Aimed to capture the sound of Mike Soldano’s flagship tube amp, the SLO uses the same cascading gain stages as the 100-watt head. It also has a side-mounted deep switch to add low-end punch. We chat with Molly about Sister Rosetta’s “immediately impressive” playing, which blends jazz, gospel, chromaticism, and blues into an early rock ‘n’ roll style that was not only way ahead of its time but was also truly rockin’. In the early ’60s, some of the British guitarists who would shape the direction of our instrument for decades to come all found themselves at a concert by . What they heard from Tharpe and what made her performances so special—her sound, her energy—must have resonated. Back at home in the U.S., she was a captivating presence, wowing audiences going back to her early days in church through performing the first stadium rock ‘n’ roll concert—which was also one of her weddings—and beyond. Her guitar playing was incendiary, energetic, and a force to be reckoned with. On this episode of , we’re joined by guitarist , who in addition to being a fantastic guitarist, educator, bandleader, and performing with , is a bit of a Sister Rosetta scholar. We chat with Molly about Sister Rosetta’s “immediately impressive” playing, which blends jazz, gospel, chromaticism, and blues into an early rock ‘n’ roll style that was not only way ahead of its time but was also truly rockin’. I love to learn, and I don’t enjoy history kicking my ass. In other words, if my instrument-making predecessors— , , Christian Martin, John Heiss, Antonio de Torres, G.B. Guadagnini, and Antonio Stradivari, to name a few—made an instrument that took my breath away when I played it, and it sounded better than what I had made, I wanted to know not just what they had done, but what they understood that I didn’t understand yet. And because it was clear to me that these masters understood some things that I didn’t, I would go down rabbit holes. I am not a violin maker, but I’ve had my hands on some of Guadagnini’s and Stradivari’s instruments. While these instruments sounded wildly different, they had an unusual quality: the harder you plucked them the louder they got. That was enough to push me further down the rabbit hole of physics in instrument making. What made them special is a combination of deep understanding and an ability to tune the instrument and its vibrating surfaces so that it produced an extraordinary sound, full of harmonics and very little compression. It was the beginning of a document we live by at called . My art is electric and acoustic guitars, amplifiers, and speaker cabinets. So, I study bridge materials and designs, wood species and drying, tuning pegs, truss rods, pickups, finishes, neck shapes, inlays, electronics, Fender/Marshall/ amp theories, schematics, parts, and overall aesthetics. I can’t tell you how much better I feel when I come to an understanding about what these masters knew, in combination with what we can manufacture in our facilities today. One of my favorite popular beliefs is, “The reason Stradivari violins sound good is because of the sheep’s uric acid they soaked the wood in.” (I, too, have believed that to be true.) The truth is, it’s never just one thing: it’s a combination of complicated things. The problem I have is that I never hear anyone say the reason Stradivari violins sound good is because he really knew what he was doing. You don’t become a master of your craft by happenstance; you stay deeply curious and have an insatiable will to learn, apply what you learn, and progress. What’s interesting to me is, if a master passes away, everything they believed on the day they finished an instrument in that instrument. These acoustic and electric guitars, violins, drums, amplifiers, speaker cabinets—they will all talk to you if you listen. They will you what their maker believed the day they were made. In my world, you have to be a detective. I love that process. I’ve had a chance to speak to the master himself. Leo , who was not a direct teacher of mine but did teach me through his instruments, used to come by our booth at NAMM to pay his respects to the “new guitar maker.” I thought that was beautiful. I also got a chance to talk to Forrest White, who was Leo’s production manager, right before he passed away. What he wanted to know was, “How’d I do?” I said, “Forrest, you did great.” They wanted to know their careers and contributions were appreciated and would continue. In my experience, great teachers throw a piece of meat over the fence to see if the dog will bite it. They don’t want to teach someone who doesn’t really want to learn and won’t continue their legacy and/or the art they were involved in. While I have learned so much from the masters who were gone before my time, I have also found that the best teaching is done one-on-one. Along my journey from high school bedroom to the world’s stages, I enrolled scores of teachers to help me. I didn’t enroll them. I tackled them. I went after their knowledge and experience, which I needed for my own knowledge base to do this jack-of-all-trades job called guitar making and to lead a company without going out of business. I’ve spent most of my career going down rabbit holes. Whether it’s wood, pickups, designs, metals, finishes, etc., I pay attention to all of it. Mostly, I’m looking backward to see how to go forward. Recently, we’ve been going more and more forward, and I can’t tell you how good that feels. For me, being a detective and learning is lifesaving for the company’s products and my own well-being. Sometimes it takes a few days to come to what I believe. The majority of the time it’s 12 months. Occasionally, I’ll study something for a decade before I make up my mind in a strong way, and someone will then challenge that with another point of view. I’ll change my mind again, but mostly the decade decisions stick. I believe the lesson I’m hitting is “be very curious!” Find teachers. Stay a student. Become a teacher. Go down all the rabbit holes.The defense also contributed a pair of touchdowns on interceptions, Eric Adams in the first quarter went 37 yards and C.J. Henry went 63 yards in the second. In all the Eagles (8-3, 4-1 Mid-Eastern Athletic Conference) had five takeaways. Jones had a pair of short scoring runs before the first defensive touchdown for a 21-0 lead in the first quarter. Jones was 11-of-15 passing for 199 yards and ran for 57. J'Mari Taylor rushed for 78 yards and a touchdown. Jaden Sutton ran for 113 yards and a touchdown for the Hornets (1-11, 0-5), who lost their 10th straight. AP college football: https://apnews.com/hub/ap-top-25-college-football-poll and https://apnews.com/hub/college-football . Sign up for the AP’s college football newsletter: https://apnews.com/cfbtop25Former US president Jimmy Carter dies aged 100

Jimmy Carter, the 39th US president, has died at 100

2024: The year of AI at UBThe NFC’s No. 1 seed will come down to the final week when the Detroit Lions host the Minnesota Vikings. The winner takes the NFC North and gets a first-round playoff bye and home-field advantage until the Super Bowl. The loser becomes the No. 5 seed and must play on the road in the wild-card round. The Vikings (14-2) held on for a over the Green Bay Packers to set up the high-stakes showdown in Week 18. The Lions (13-2) visit the San Francisco 49ers (6-9) on Monday night in a rematch of the NFC title game. Win, lose or tie, they have to beat the Vikings again. Detroit beat Minnesota 31-29 in Week 7. The Philadelphia Eagles clinched the NFC East and locked up the No. 2 seed with a 41-7 rout of the Dallas Cowboys. However, coach Nick Sirianni has a tough decision to make this week. is 101 yards away from breaking Eric Dickerson’s single-season record for yards rushing in a season. Sirianni has to decide whether to rest Barkley and most of his starters to prepare for the playoffs or let his star try for the 40-year-old record. The Los Angeles Rams (10-6) were on the verge of clinching the NFC West. They would lock it up Sunday night if the Commanders beat the Falcons. The outcome of the Atlanta-Washington game has a major impact on the Tampa Bay Buccaneers (9-7). If the Falcons win, they’d remain first in the NFC South and would win the division with a victory against Carolina next week. If the Falcons lose, the Buccaneers would take over first place and would secure the division with a victory over New Orleans next week. The Commanders would secure a wild-card spot with a win against Atlanta. If they lose, Seattle stays mathematically alive for a wild card and the Buccaneers could also find a path to the playoffs as a wild-card team. Three teams in the AFC have already secured their seeds. The two-time defending Super Bowl champion Kansas City Chiefs (15-1) won the AFC West weeks ago and clinched the No. 1 seed. The AFC East champion Buffalo Bills (13-3) are the No. 2 seed. The AFC South champion Houston Texans (9-7) are the No. 4 seed. The Baltimore Ravens (11-5) would win the AFC North and get the No. 3 seed with a win or tie against Cleveland next weekend or a loss or tie by Pittsburgh, which hosts Cincinnati. If they don’t win the division, the Steelers have already clinched a wild-card berth. The Los Angeles Chargers (10-6) also secured a wild-card spot. They’ll be no lower than the sixth seed. The final AFC playoff spot comes down to the Broncos (9-7), Dolphins (8-8) or Bengals (8-8). Denver clinches with a win or tie against the Chiefs. The Dolphins need the Broncos to lose and they must beat the Jets on the road to get in. The Bengals must win and the Broncos and Dolphins have to lose for them to get in. AP NFL: