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Texas site for Nexus Data Centers aims to avoid grid connection delays with direct gas suppliesView the full article

Jeopardy! may have been born on cable television, but it’s determined not to live and die there. The trivia game show’s first iteration premiered on daytime television more than 60 years ago in 1964. Its modern syndicated version launched in 1984, and 41 seasons later, it’s still going strong, garnering 7.5 million viewers for its latest season premiere and maintaining its title as the most-watched syndication series on television. Though Jeopardy! made it through the cultural transition to streaming largely unscathed, its producers are still finding ways to innovate on its format and bring the show to new platforms. That includes the newly announced Jeopardy! YouTube Edition, which will feature YouTube personalities playing for charity. The new show will premiere on Tuesday, March 31 at 9 p.m. ET with a livestream on the Jeopardy! YouTube channel, hosted by Ken Jennings. What makes YouTube Edition different from regular Jeopardy!? The show will still use Jeopardy!’s signature answer-with-a-question format, but with trivia categories inspired by YouTube, including viral trends and the platform’s history, with YouTube talent also appearing to provide custom video clues. “From Sabrina Carpenter’s greatest hits to DIY home-building, there is so much to learn on YouTube, but who has learned the most?” Jennings teased in a promo for the series, where he also introduced the three “internet icons” competing in the premiere. There’s Brennan Lee Mulligan, the host of tabletop gaming series Dimension 20, which sports 1.11 million YouTube subscribers; drag queen Monét X Change, a star of reality TV shows including RuPaul’s Drag Race and The Traitors and a YouTube creator with 180,000 subscribers; and pop singer Rebecca Black, whose much-memed music video for “Friday” has 179 million views on the platform. Each contestant will be competing to win money for a charity of their choice, with Monét playing for GLAAD and both Mulligan and Black representing The Trevor Project. The relaunch of Jeopardy!’s YouTube channel is a collaboration between Sony Pictures Television, creative agency We Are Social, and YouTube itself. Katie McDonald, Head of Strategy at We Are Social, said in a press release that the new show aims to capture a younger audience’s attention. “Working off the insight that Gen Z is currently chasing knowledge and substance on social, and knowing that YouTube is the OG home for learning and long-form, we felt there was no better flex than centering Jeopardy! as the cultural standard for testing their smarts,” McDonald said. “It’s the perfect example of two iconic brands turning an audience truth into an idea worth talking about that’s both authentic to their DNA and drives culture.” Jeopardy! has already found success on social platforms like TikTok, where short clips from the series routinely get tens of thousands of views and Jeopardy!’s account has garnered a cumulative 51.9 million likes. Leaning into the series’ untapped digital-first potential only makes sense. “Blurring the lines between a traditional broadcast format and a new era of digital consumption results in something that’s fun for both new fans and old ones,” said Kevin Allocca, Global Head of Culture and Trends for YouTube. “Seeing Jeopardy! intersect with YouTube creators underscores how the two can amplify each other in ways that feel surprisingly authentic and are a testament to the enduring relevance of these formats.” Jeopardy! YouTube Edition is far from the franchise’s first spin-off. There was Rock & Roll Jeopardy! and Jep! (an edition for children) at the turn of the century, and Sports Jeopardy! in the mid-2010s. Pop Culture Jeopardy!, the show’s most recent variation, aired its first season in 2024 on Amazon Prime Video, with a second season now in production for Netflix. But Jeopardy! YouTube Edition is the first franchise entry to live entirely online. That doesn’t mean the show is leaving behind its television audience, just that it’s courting a new one. “Jeopardy! is one of the most successful and enduring brands in television history, with decades of cultural relevance and a loyal audience,” said Suzanne Prete, President of Game Shows at Sony Pictures Television. “As we bring our YouTube strategy to life, we’re incredibly excited to build on that legacy while connecting with new audiences in a way that feels fresh, interactive, and native to the platform.” View the full article

Advertisers can now generate short videos directly inside Google Ads using Veo, Google’s most advanced generative video model — no video production required. How it works. Upload up to three static images into Asset Studio and Veo generates videos up to 10 seconds long with natural motion, designed specifically for YouTube formats and audiences. These can then be turned into ready-to-serve ads using customisable templates. What else it can do. Combined with Nano Banana, advertisers can adapt creatives further — swapping backgrounds, adjusting messaging, and tailoring content to specific audience interests. The bigger picture. This follows Google’s earlier rollout of video templates and automatic video creation in Demand Gen campaigns, and represents the next step in Google’s push to make video creative accessible to advertisers of all sizes without dedicated production resources. Why we care. Video consistently outperforms static creative on YouTube — but producing it has always required time, budget, and expertise. Veo removes most of that barrier, letting advertisers turn existing product images into polished video ads in minutes. For teams running image-heavy campaigns who have been unable to compete in video placements, this changes the equation significantly. Early testing. Hop Skip Media founder Ameet Khabra shared some early results of the testing she did showing a video she created on LinkedIn. Her review is: “Consumer product brands with clean imagery and inherent motion logic will get the most out of this” The bottom line. As Google continues building AI creative tools directly into the ads platform, the gap between advertisers with production budgets and those without narrows. For anyone who struggles to get video production budget approved and have assets with inherent motion logic, now could be the best time to test AI-generated video in Google Ads. View the full article

It was 1997, and Matt Berman, the creative director of JFK Jr.’s George magazine, had just gotten back to his hotel in Los Angeles. He had left the ‘Garden of Eden’ style set he’d concocted for the cover of the September issue: lush with greenery and replete with live animals. It would reach peak ripeness once the star, Pam Anderson, arrived on set the next day as the “first woman,” to illustrate a feature on the 20 most fascinating women in politics. But there was a problem. A note was waiting for him at the front desk of the hotel. It was from Anderson. She was canceling. “She was like, ‘I can’t, a million apologies,’” recalls Berman. “Something like that. It was just crazy.” Amazingly, he secured Kate Moss that night through her former boyfriend Mario Sorrenti, who’d arrived to photograph the shoot. You wouldn’t guess from the talent, set design, and tabloid-like plot twists that this was for a political magazine. But that was the creative—and challenging—conceit of George: to dust off politics and give it broad, glossy appeal. “He wanted a magazine that would seduce people, and that comes from the fashion world, the music world; different, other kinds of magazines in the world I came from at Elle,” says Berman of his former friend and boss, who died in 1999 at age 38. For the issue, Kennedy Jr. posed as Adam in his illustriously candid, bantering editor’s letter (no image, sorry). And he suggested he was clued into the criticism: “I’ve heard about substance abuse, and I’m staying away from substance,” he wrote. “To whom much is given, much is expected, right?” An apple dangled overhead. The insider and Berman, a young artistic director outsider, encouraged readers to take a bite. HOW IT STARTED George launched in September 1995 after Kennedy Jr. secured a publishing deal with Hachette. Berman, who was in his late 20s at the time, had been working at another Hachette publication, Elle, where he collaborated with its iconic founding editor Régis Pagniez. “They introduced me to John as the guy who’s going to get him up and running, and I’m going to do his logo and his prototype, and they’re going to go out and sell the magazine,” says Berman. “I was installed in a conference room with John and his business partner and his assistant. And we all became just really good friends.” Kennedy ultimately had Berman stay on in a permanent role, and they became close creative collaborators in developing the magazine’s overall visual look. George was highly art directed and visually-forward as a way to trojan horse politics as a curated, sometimes campy fashion pub. Berman designed the logo (Univers, Kennedy picked it for the “Ge” ligature), the covers and their concepts and helped select talent, and everything on the pages in between. “The general idea is to present politics, which can be kind of boring and dusty in a new way and a new lens, to capture people’s attention and imagination,” Berman says. Once Kennedy had the magazine lineup, Berman would draw the entire thing out on tabloid paper from a Xerox machine and put it on the wall. “John would describe something, I’d be like, ‘Who’s that? Why is it interesting?’ And he’d keep talking until I latched onto something that I thought could work,” says Berman. “It was so organic and collaborative, and unique, the way we worked, because he never shamed me for not knowing politics.” He wasn’t there because he knew politics; he was there because he knew fashion. George wasn’t a fashion magazine, but he was there to give it that look. Like Carolyn Bessette’s friends would want to buy it, Berman says. “That was the game,” he says. “How do you draw in someone who’s not that interested in politics, or remotely or peripherally interested?” Before the internet and social media, it was by using pop culture and magazines, he adds, and making it look completely different. THOSE COVERS The team did that through inventive art direction and the creative talent they hired. Berman hired magnum fashion photographers like Bruce Davidson and Nigel Perry for portraits. He hired graphic novel illustrators for drawings to run with stories. “Everything right away felt very different, because of the approach we had with who we were hiring to do all the work,” says Berman. “Most of these subjects were in the newspaper, or in other political magazines, and never had a lot of art direction where you’d be able to create the vibe of the story, or communicate what the article’s about through something creative,” says Berman. “There were so many ways to do it, and we got really good at taking something completely not visual and making it visual. That was always fun to do with John.” The best way to get a sense of this is through George’s covers, which initially had a super tight, highly editorial concept. Each cover star was dressed in period costume from George Washington’s era to illustrate the magazine’s namesake. George launched with Cindy Crawford on the cover, making a powdered wig look the best it ever has. “We were discussing what to do for the Cindy cover, and Carolyn [Bessette] said, ‘Well, if you’re going to put just a model on the cover, it should be someone like Cindy, because she’s all-American. It’s apple pie; Midwest.’(The legendary hairstylist Oribe styled a wig from the Metropolitan Opera.) “Cindy was a great one,” Berman says. He referenced the pin up artist Alberto Vargas, who did illustrations for Esquire, to style Crawford, and she posed at the same angle as Washington is on the quarter. “But, it was wacky,” Berman says. “It had to look like Cindy Crawford. It had to feel like George Washington.” The cover that features Drew Barrymore as Marilyn Monroe is a favorite of Berman’s. “I put a team together of really interesting people, and it elevated everything,” he says. “You’ve seen a million people dressed up like Marilyn Monroe, but to get something that’s sophisticated and unexpected and kind of moody, that was the goal.” They manipulated the photo in the dark room to create a dreamy effect with unexpected tones. It also courted controversy, since Monroe sang “Happy Birthday” to Kennedy’s dad, and they pegged the cover to Bill Clinton’s birthday. They shot four covers with supermodel Claudia Schiffer for the Clinton Dole race; one as a pinup and the other of her crying for each candidate’s prospective win and loss, “Dewey defeats Truman” style. They published after the results were in. “They were both really beautiful pictures,” says Berman. They shot Christy Turlington for a media issue. “People used to criticize John, like, he just puts nude women on the cover, which, it’s only happened… “ he counts. “Yeah, all right, so there are a few,” Berman says. George did have male cover stars, he points out: Charles Barkley, Robert DeNiro; Harrison Ford as Abraham Lincoln, another of his favorites. He took a daguerreotype camera from his mom, who was in the antique business, and adapted it to make a modern version. “When you look at George, it’s a lot of John’s personality coming through, because he was a fun guy, and he was quirky,” recalls Berman. “You see all these elements of everybody, and of course. When the photographer comes in, and the stylist, and the hair and makeup, those people bring their elements.” The tight historical inspiration prevented them from falling into creative copycatting. They didn’t have moodboards with the work of contemporaries. “Because there were costumes and historical figures, there wasn’t something we were copying a lot of the time. A lot of the time, the inspiration was a painting, or a statue, or, an old poster from a certain time. So there wasn’t that ‘Oh, I’ve seen that before,’ kind of feeling, because we didn’t have references to copy.” He pitched Kennedy an “American Gothic” cover featuring him and Bessette, which ultimately didn’t happen. “I just could picture it, right, John, with the pitchfork and the overalls, and then her with her hair pulled back,” he says. “It would have been so good. But he wasn’t there yet. He was like, ‘I’m not gonna whore out me and my wife on the cover,’ you know? I say, ‘Come on, it’s such a fun idea—I mean, you did Marilyn!’” For another, they concepted Jackie Onassis Kennedy their coverstar, sitting atop all of the books written about her. They asked Madonna to play the part, but she declined: “She sent a fax that said something cheeky, like, ‘No, John, I’m not gonna play your mommy,’ or something like that.” After a sales slump, Hachette wasn’t interested in the costumes either, suggesting they disguised the cover stars too much. George ending up losing some of the George. “We just had this experimental incubator, ‘let’s try it,’ kind of attitude,” says Berman. “The costumes were great, but it didn’t mean we had to do them forever.” Stéphane Sednaoui shot Jenny McCarthy for one cover. “That was just a wild, patriotic looking image.” END OF AN ERA George ceased publication six years after it started, in 2001, and about a year and a half after Kennedy passed away. For Berman, Kennedy’s death also occurred at a broader cultural tipping point. “We didn’t have anything yet,” says Berman. “We didn’t have Facebook, we didn’t have Instagram, nothing, nothing, nothing. So it was all very traditional. When John died is when the switch happened, because it was 1999, and then suddenly everything went digital. Everything changed a lot, and has been steamrolling since.” The analog process of the ’90s gave George’s creative team more autonomy. No one saw photos from a shoot until Berman came back with the film, so there weren’t corporate approvers over their shoulders looking over images and he recalls a lot of space to try things and see if they worked. “That was a huge advantage, because you didn’t have all these chefs on the project,” says Berman. “You start putting together all these requests people have, and it really, really dilutes the whole impact of an image.” That’s harder to do today, Berman says. He now runs his own creative agency and says that after George, a lot of his clients have wanted to see a moodboard. “I didn’t get it, because I was coming from a place where we made the things that people made mood boards from,” he says. Berman believes smaller brands need the freedom he had at George to come up with original ideas. “I think you’ve got to leave some element of creativity and surprise, a little respect for the team of artists who are going to make the images, or write the copy,” he says. “You need to leave a little room there, so some magic can happen, or some accidents can happen, or something surprising can happen.” View the full article

The latest rise in property tax collections at the end of last year continued a nine-quarter streak of increases, according to the National Association of Home Builders. View the full article

In the second week of the Iran war—with the Strait of Hormuz effectively closed, cutting off shipping of 20% of the world’s oil supply—the International Energy Agency announced the largest release of strategic oil reserves in history. Thirty-two countries will sell a combined 412 million barrels from their reserves into the global market over four months, beginning in late March 2026. Energy researchers like me know that the concept of a strategic oil stock goes back to the early 20th century, when the U.S. Navy first substituted oil for coal as a fuel for ships. Starting in 1912, Congress set aside several petroleum-rich areas in the U.S., including Elk Hills in California and Teapot Dome in Wyoming. In times of need, oil wells could be drilled in those regions to produce fuel for the Navy. The current system involves oil that has already been produced and is stored so it can enter the market quickly. That approach was created by the International Energy Agency soon after its founding in the wake of the 1973-74 oil crisis. At that time, Arab nations in the Organization of the Petroleum Exporting Countries cut exports by as much as 25% to protest U.S. and other countries’ support for Israel in the Yom Kippur War. Global oil prices soared by over 350%, the equivalent today of US$70—the price before Israel and the U.S. attacked Iran on Feb. 28, 2026—jumping to $245. Now, strategic reserves are a system of national oil stocks intended to replace at least 90 days of each country’s imports. In some cases, such as Japan, the reserve covers over 200 days. The 415 million barrels in the U.S. reserve as of March 13, 2026, covers only about 64 days. What is the purpose of strategic oil reserves? These reserves have a twofold purpose: to replace a portion of the disrupted supply and to moderate the resulting increase in prices. In cases of a major loss to world supply, the International Energy Agency will propose a coordinated release from member countries. There have been five such releases, most recently in 2022, when Russia’s invasion of Ukraine caused oil prices to go above $120. Together, members hold government stockpiles of about 1.2 billion barrels, with another 600 million barrels stored by private industry. The United States’ expected contribution of 172 million barrels is nearly half of the upcoming release. To fill the U.S. reserve, the U.S. Department of Energy buys oil on the open market, using money funded by past sales and congressional appropriations. When releasing oil from the reserve, it sells to the highest bidder on the regular oil market, just like any other oil producer. Ideally, the reserve buys oil when the price is low and sells it at times of emergency when prices are high—though presidents of both parties have been accused of ordering oil releases for political gains rather than strictly economic reasons. What can a major release from these reserves achieve? Strategic releases are a short-term way to lessen the shock of an immediate supply loss. A release provides a certain number of barrels—in the current case, perhaps 3 million to 4 million barrels per day—for a period of a few months. But that amount is not enough to replace the roughly 10 million barrels per day or more now held back by the closed Strait of Hormuz. My own study of the history of U.S. releases suggests, however, that a release can prevent prices from climbing to extreme levels at an early stage and staying there. That is because oil prices are mainly determined by futures contracts—legally binding agreements to buy or sell a quantity of oil at an agreed price for delivery one to three months in the future. If oil buyers and sellers know additional oil will be released to the market in that period, they will likely agree to a lower price. So the strategic release temporarily moderates price increases. What about the US reserve? Congress created the Strategic Petroleum Reserve as part of the Energy Policy and Conservation Act of 1975. Its oil is stored underground in a series of large salt domes in four locations across the Gulf Coast, in Texas and Louisiana. Congress originally said the reserve should hold up to 1 billion barrels of crude and refined petroleum products. Though it has never reached that size, the U.S. reserve was until 2025 the largest in the world, with a maximum volume of 713.5 million barrels. Over the past decade, however, China has aggressively expanded its own stocks to an estimated 1.4 billion barrels. Such an enormous volume can be viewed as a sign of Beijing’s deep concern about oil security, as China relies on imports to supply more than 70% of its consumption. In mid-March 2026, meanwhile, the U.S. reserve was only 60% full at 415 million barrels. In 2022, the Biden administration released 180 million barrels in response to the price jump caused by Russia’s invasion of Ukraine. An analysis by the U.S. Treasury Department concluded the release did reduce market volatility and lower prices at the pump by up to 30 to 40 cents per gallon. Nonetheless, it has not been a priority under the Biden or The President administrations to refill the reserve. As a result, the release of 172 million barrels recently ordered by the White House will temporarily shrink the U.S. reserve to 243 million barrels—only 34% of its capacity. That level is its lowest since the early 1980s. U.S. Secretary of Energy Chris Wright has said plans are in place to add 200 million barrels back later in 2026. But doing so would return the reserve only to the pre-war stock level. Risk or reward? Nonetheless, the oil shock that has happened as a result of the Iran war has proven that the idea of strategic reserves is still relevant. Though the process of how it is utilized can be debated, having emergency stocks of a vital resource subject to supply crises can hardly be called irrational. In the early days of the war, the White House said there was no reason for a release from the U.S. Strategic Petroleum Reserve. But only days later, the administration changed its mind, reportedly because President Donald The President saw oil prices soaring and remaining elevated. But, as noted, this withdrawal will leave the U.S. and other nations in a highly vulnerable position. Additional price increases—like those that have occurred because of attacks on Gulf oil and gas facilities, production, and shipment locations—could well lead to a second call from the International Energy Agency to release oil from the world’s remaining reserves. Scott L. Montgomery is a lecturer in international studies at the University of Washington. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. If you need to build out your DIY toolkit, or if your existing power tools are worn out, rusted, or just plain old, the Amazon Big Spring Sale provides the perfect opportunity to upgrade and replace your sad tool collection with the latest and greatest. Whatever tool you need, there’s a deal out there for you, from drills and driver, to sanders, to saw, to multitools. Here are the best deals on offer right now. 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Apple AirPods Pro 3 Noise Cancelling Heart Rate Wireless Earbuds — $199.99 (List Price $249.00) Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $299.00 (List Price $349.00) Samsung Galaxy Tab A11+ 128GB Wi-Fi 11" Tablet (Gray) — $209.99 (List Price $249.99) Sony WH1000XM6- Best Wireless Noise Canceling Headphones — $398.00 (List Price $459.99) Apple Watch Series 11 (GPS, 42mm, S/M Black Sport Band) — $299.00 (List Price $399.00) Blink Video Doorbell Wireless (Newest Model) + Sync Module Core — $35.99 (List Price $69.99) Fire TV Stick 4K Max Streaming Player With Remote — $34.99 (List Price $59.99) Amazon Kindle Colorsoft 16GB 7" eReader (Black) — $169.99 (List Price $249.99) Deals are selected by our commerce team View the full article

Since Patrick Star first posed it to Squidward Tentacles, the internet hasn’t been able to get the question, “Is mayonnaise an instrument?” out of its collective head. Luckily, experts have finally stepped in to give us an answer. Those experts include Hellmann’s, the world’s biggest mayo brand, and researchers at Northumbria University, led by Dr. Rachael Durkin, its Head of Global Music Technologies, who employed fields like acoustics, musicology, and organology—the study of musical instruments—to put the question to rest. Their inquiry takes inspiration from one of SpongeBob SquarePants’s most beloved early episodes, “Band Geeks.” In a much-memed scene, curmudgeon Squidward polls a room to see if anyone has experience playing a musical instrument. When Patrick raises his hand to ask if mayo counts, Squidward immediately shuts him down: “No, Patrick,” he says, “mayonnaise is not an instrument.” But 25 years later, Durkin and her team are pushing back against Squidward. They measured mayo against the Hornbostel-Sachs system, a global standard for classifying musical instruments that organizes them by what vibrates to produce sound. Their research revealed that not only is mayo an instrument, it fits the bill in multiple ways: in a jar, in a squeeze bottle, and on its own outside of a container. “Far from resisting categorisation, mayonnaise turns out to be remarkably versatile: it can be classified in more ways than many conventional instruments,” reads the report. The report goes on to compare mayo to other unconventional instruments from music history, from composer Erik Satie’s use of a typewriter for percussion to Austria’s Vegetable Orchestra making music from leeks, carrots, and more picks from the produce aisle. In every case, the choice to treat an object as an instrument is what makes it one, and mayo is no exception. “Music has always evolved through experimentation. When you look at the core principles of how instruments create sound, you realise the possibilities for unconventional materials are endless,” Durkin said in a press release. “Exploring something like mayonnaise isn’t just about fun; it challenges our assumptions and invites us to think far more creatively about what music can be.” Hellmann’s experiment didn’t stop at academia. The company also put its research into practice, enlisting musician and influencer Andy Arthur Smith to create a fully produced song using only mayo as an instrument. Smith, who’s known for his own experimentation with music, rose to the challenge, creating a song aptly titled “Mayonnaise Is an Instrument” that uses the sounds of squeezing, smacking, and plopping mayo to create a rich backing track. “It’s a question that’s been around for years, but no one’s really tried to answer it properly,” Smith said. “Seeing people actually make music with mayonnaise and turning it into a real track has been wild. It shouldn’t work, but somehow it does.” “We’re bringing a new texture to music!” he added. Now, we just need another brand to answer Patrick’s implied follow-up question: is relish an instrument? According to Hellmann’s, signs point to yes. View the full article

Yesterday, shares of Facebook and Instagram owner Meta Platforms (Nasdaq: META) dropped nearly 8% in a single trading session, ending the day at $547.54 per share. Today, the stock price has continued to fall, down about 2.5% in early-morning trading. At its current price of around $533 per share, it has declined more than 32% since META shares reached an all-time high of over $796 per share last August. But why has Meta, led by CEO Mark Zuckerberg, seen its stock fortunes reversed so profoundly since last summer? There are three primary factors at play. Meta loses landmark social media addiction trial The most immediate factor affecting META stock is likely the company’s recent loss this week in a closely watched social media addiction trial. The trial aimed to determine whether Meta and its social media platforms, especially Instagram, were responsible for the negative effects on one of its users by keeping the user addicted to their platforms since she was a minor. The jury found that Meta (and, to a lesser extent, codefendant Google) were liable and awarded the plaintiff $3 million in damages, with Meta required to pay 70% and Google the remaining 30%. Meta said it disagrees with the decision and plans to appeal. But after the California case outcome was announced, the company’s stock plunged nearly 8%. Of course, the proposed payout is chump change to the $1 trillion-plus company. It’s the lasting ramifications of the verdict for Meta’s business model and methods that likely have investors spooked. Many are calling the trial a “Big Tobacco moment” for social media, and with Meta being the owner of the largest and most profitable social media platforms out there, investors may fear that this case will spark other similar lawsuits. It may further lead to regulators and governments around the world tightening the screws on social media companies in favor of protecting younger, more vulnerable users. Should this happen, it could have a permanent impact on the company’s bottom line, which is driven by its ability to serve advertising to users and keep them on the platform for as long as possible. Investors continue to worry about AI spending Another factor keeping Meta investors up at night is artificial intelligence. While most investors are likely happy that Meta has effectively dropped its pursuit of the metaverse in favor of becoming one of the biggest AI players, they are also concerned about the amount of money that Big Tech is spending to build out its AI infrastructure. Worries of an AI bubble financed by circular deals have not gone away, and tech giants, including Meta, continue to spend tens of billions on AI capex. Indeed, Meta has committed to increasing its capex by a staggering 73% in 2026, to between $115 billion and $135 billion in total. That is a phenomenal amount of money to spend on a technology that is not even close to profitability. And investors worry that if the AI bubble does pop, a good share of Meta’s cash flow would have been eaten up on a technology that didn’t turn out to be as transformative, or profitable, as AI evangelists have been proclaiming. Layoffs introduce uncertainty A final, lesser factor that may have spooked some investors recently is Meta’s layoffs. Already this year, Meta has reportedly undergone two significant rounds of layoffs—first, 1,500 from its Reality Labs VR division in January, and, most recently, another 700 positions this week. To be sure, Wall Street usually cheers layoffs because they are the fastest way for a company to reduce costs, which can then be shifted elsewhere or used to boost the company’s bottom line. But layoffs can also signal that a company is correcting for things that it perhaps should have seen and avoided in the first place—whether that’s misallocated resources or over hiring. While the company’s most recent layoffs are likely the least significant factor affecting META stock, the fact that layoffs have been required at all likely weighs on some investors’ minds. Meta is the worst performer in the Magnificent 7 Over the past 12 months, Meta’s stock price has fallen nearly 11%, making it the worst performer among the Magnificent 7 big tech stocks. In that same timeframe, Microsoft Corporation (Nasdaq: MSFT) is the only other Mag 7 stock in the red, down about 8%. Amazon.com, Inc. (Nasdaq: AMZN) is essentially flat, while Apple Inc. (Nasdaq: AAPL) is up over 13%, Tesla, Inc. (Nasdaq: TSLA) is up more than 33%, NVIDIA Corporation (Nasdaq: NVDA) is up more than 50%, and Alphabet Inc. (Nasdaq: GOOG) is up nearly 70%. The Nasdaq Composite, on which all Magnificent 7 stocks trade, is up more than 18% over that same 12 months. View the full article

A commercial property mortgage is a specialized loan aimed at financing commercial real estate, like office buildings or retail spaces. Typically, these loans start at $1 million and require substantial down payments ranging from 20% to 35%. Lenders evaluate several factors, including the debt service coverage ratio and the borrower’s credit profile, to determine eligibility and terms. Comprehending the intricacies of these loans is essential for making informed financial decisions in commercial real estate. What else should you know about securing this type of financing? Key Takeaways A commercial property mortgage is a loan secured by commercial real estate, typically starting at $1 million with a 20-35% down payment. Loan terms are generally shorter, ranging from 5 to 10 years, often requiring a balloon payment at maturity. Lenders evaluate financial stability through documentation, including personal and business financials, credit scores, and a detailed business plan. Interest rates for these loans range from 4% to 8%, influenced by property type and borrower creditworthiness. Cash flow, measured by the debt service coverage ratio (DSCR), is crucial, ideally falling between 1.1 and 1.4 for loan approval. Understanding Commercial Property Mortgages When you’re considering investing in commercial real estate, grasping commercial property mortgages is essential. A commercial property mortgage is a loan secured by commercial real estate, such as office buildings or shopping centers. These loans typically start at $1 million and require down payments ranging from 20% to 35%, which is considerably higher than residential mortgages. The terms are shorter, usually between 5 to 10 years, and may involve balloon payments owing to longer amortization schedules. Lenders assess various factors, including the debt service coverage ratio (DSCR), which should ideally be between 1.1 and 1.4, ensuring the property’s net operating income can cover loan payments. Interest rates typically range from 4% to 8%, influenced by property type and borrower creditworthiness. Using a commercial real estate calculator can help you understand potential financing and investment scenarios, making it easier to evaluate the viability of your investment. Types of Commercial Mortgage Loans When exploring commercial mortgage loans, you’ll find several key types customized to different financing needs. Permanent loans offer long-term stability, whereas bridge loans provide quick funding for immediate needs. Comprehending these options, along with others like hard money and SBA loans, can help you make informed decisions for your investment. Loan Types Overview Comprehending the various types of commercial mortgage loans is vital for anyone looking to invest in or manage commercial properties. You’ll encounter several options, including permanent loans, which offer longer amortization periods of 20 to 25 years. If you need short-term financing, bridge loans might suit you, typically ranging from 1 to 3 years, but expect higher interest rates. Construction loans are available for property development, whereas SBA loans, partially backed by the Small Business Administration, can likewise be beneficial. For those focusing on property value rather than creditworthiness, hard money loans are an option, albeit at higher interest rates. Finally, non-recourse loans limit lenders’ pursuit of borrowers beyond collateral, often linked to CMBS. Key Features Explained Comprehending the key features of different types of commercial mortgage loans is crucial for making informed financing decisions. Permanent loans typically serve as first mortgages for newly constructed properties, with amortization terms of 20 to 25 years. Conversely, bridge loans provide short-term financing for immediate cash flow needs, usually lasting from 1 to 3 years, but they come with higher interest rates because of collateral requirements. Hard money loans are asset-based, secured by property value, and offer lenient credit requirements, though they carry a higher foreclosure risk. Furthermore, SBA loans, including the SBA 7(a) and 504 programs, provide low down payment options and are partially backed by the Small Business Administration, making them an attractive choice for small businesses. Key Requirements for Obtaining a Commercial Mortgage Obtaining a commercial mortgage requires careful preparation and a thorough grasp of lender expectations. You’ll typically need to provide 3-5 years of financial documents, including tax returns and bank statements, to demonstrate your financial stability. A detailed business plan is vital; it should outline the loan’s purpose and your property plans, allowing lenders to assess the investment’s viability. To qualify, you must show sufficient cash flow, usually through net operating income (NOI), which should notably exceed your annual mortgage payments. A good credit score of 670 or higher is often required, along with strong annual revenues. Finally, specific documentation may vary based on the property type; for instance, if you’re financing multifamily properties, you’ll need to present rent rolls to showcase potential income from the investment. Comprehending these requirements will help you prepare effectively for the mortgage application process. The Application Process for Commercial Loans When you’re ready to apply for a commercial loan, you’ll need to gather a range of documentation that showcases your financial health and business plan. This typically includes several years of tax returns, bank statements, and details about your assets and liabilities to support your application. Comprehension of the required documentation and the expected timeline for loan approval can help streamline the process and increase your chances of success. Required Documentation Overview Applying for a commercial mortgage loan requires a set of specific documents that provide a clear picture of your financial standing and business strategy. You’ll need to submit 3-5 years of both personal and business financial documents, including tax returns and bank statements. A thorough business plan must outline the purpose of the loan and your property plans, demonstrating your strategy and financial viability. Furthermore, you should provide your personal credit history, including any name changes and addresses, to assess your creditworthiness. Lenders typically require asset and liability statements for financial transparency and to evaluate your overall financial health. Depending on the property type, specific documentation, like rent rolls for apartment buildings, may be needed to clarify income potential. Loan Approval Timeline Maneuvering the loan approval timeline for commercial mortgages is a critical step in securing financing for your property investment. Typically, this timeline ranges from 30 to 90 days, influenced by the lender and the complexity of your application. To kick off the process, you’ll need to submit a detailed application with 3-5 years of financial statements and a solid business plan. Lenders will conduct thorough due diligence, evaluating metrics like net operating income (NOI) and debt service coverage ratio (DSCR). Here’s a quick overview of the process: Stage Duration Application Review 2-4 weeks Additional Docs Req. 1-3 weeks Due Diligence 2-4 weeks Approval Decision 1-2 weeks Loan Closing 1-3 weeks Payment Structure and Loan Terms Comprehending the payment structure and loan terms of commercial property mortgages is vital for any prospective borrower. Typically, these loans have shorter terms, ranging from 5 to 10 years, unlike traditional home mortgages that can extend up to 30 years. Payments often follow a balloon mortgage structure, where you make regular interest payments and face a large final payment at the end of the term. Additionally, the amortization schedule may exceed the loan term, resulting in a balloon payment due at maturity—like a 7-year term with a 30-year amortization schedule. Interest rates usually range from 4% to 8%, higher than those for residential mortgages, depending on market conditions and your creditworthiness. It’s fundamental to demonstrate sufficient cash flow, typically measured by net operating income (NOI), ensuring your annual income covers mortgage payments adequately, often with a debt service coverage ratio between 1.1 and 1.4. Advantages of Commercial Property Mortgages The advantages of commercial property mortgages can greatly impact your business’s growth and financial stability. These loans enable you to purchase or refinance real estate, allowing you to build equity as property values increase over time. With higher loan amounts often starting at $1 million, you can make substantial investments in commercial real estate. Interest rates typically range from 4% to 8%, which can be more favorable than alternative financing options like hard money loans, which often exceed 10%. Moreover, flexible underwriting guidelines accommodate various property types, including retail spaces, office buildings, and warehouses. In addition, commercial property mortgages may offer tax benefits, as interest payments could be tax-deductible, enhancing your business’s overall financial performance. Disadvantages of Commercial Property Mortgages Even though commercial property mortgages can provide significant funding opportunities, they likewise come with a range of disadvantages that potential borrowers should carefully consider. One major drawback is the high costs associated with exiting a commercial mortgage; penalties for early repayment or refinancing can be substantial. Furthermore, you may face limited autonomy in property operations, as lenders often impose restrictions or require approval for significant changes. Commercial mortgages typically come with higher interest rates than residential mortgages, which can increase your overall financing costs. You might also encounter a lock-out period, preventing prepayment for up to two years, which restricts your flexibility in managing financial obligations. Finally, lenders may require you to maintain reserves for tenant improvements and repairs, adding to your upfront costs and financial burden. These factors make it essential to evaluate your financial situation before committing to a commercial property mortgage. Tips for Securing a Commercial Mortgage Securing a commercial mortgage requires careful preparation and strategic planning. First, gather 3-5 years of business and personal financial documents, like tax returns and bank statements, to showcase your financial stability. Lenders often look for a strong debt service coverage ratio (DSCR) of at least 1.1 to 1.4, meaning your property’s net operating income should comfortably exceed annual mortgage payments. Be prepared for down payment requirements that can reach up to 35%, notably higher than what you might find with residential mortgages. Additionally, develop a solid business plan and property plans, as lenders assess both the investment’s potential and your strategy for success. Engaging a financial advisor or mortgage broker can be beneficial, providing insights and guidance through the complex application process. They can help guarantee you find the best financing options customized to your needs, improving your chances of securing the mortgage you desire. Frequently Asked Questions How Do Mortgages Work for Commercial Properties? When you’re looking at mortgages for commercial properties, you secure a loan with the property itself. You’ll need to show sufficient cash flow, often through Net Operating Income, to cover your mortgage payments. Lenders typically require a loan-to-value ratio of 55% to 70% and a debt service coverage ratio of 1.1 to 1.4. Interest rates usually range from 4% to 8%, depending on market conditions and your creditworthiness. How Much Deposit Is Required for a Commercial Mortgage? For a commercial mortgage, you’ll typically need a down payment ranging from 20% to 35% of the property’s purchase price. Nevertheless, if you’re considering an SBA 7(a) loan, you might qualify for as little as 10%. Conversely, bridge loans usually require 25%, whereas hard money loans may demand 30% to 40%. Are Commercial Mortgages 30 Years? No, commercial mortgages typically aren’t 30 years. They usually have shorter terms, ranging from 5 to 10 years. Although some may feature longer amortization periods of 25 to 30 years, the actual loan terms often lead to balloon payments at the end. Lenders prefer shorter terms because of the higher risks associated with commercial properties compared to residential ones, making 30-year terms uncommon in this financing category. What Is the Typical Term for a Commercial Mortgage? The typical term for a commercial mortgage ranges from 5 to 10 years, though it can vary based on the lender and loan type. Some loans may have terms as short as 1 year or extend up to 30 years. Many commercial mortgages are structured as balloon loans, meaning you’ll make regular payments until a large final payment is due at the end. Comprehending these terms is crucial for effective financial planning and management. Conclusion In conclusion, a commercial property mortgage is a specialized loan for financing commercial real estate. Comprehending the types, requirements, and processes involved can help you navigate the intricacies of securing one. Although these loans offer advantages like potential income generation, they furthermore come with risks such as higher down payments and shorter terms. By being informed and prepared, you can make better decisions that align with your investment goals in commercial real estate. Image via Google Gemini This article, "What Is a Commercial Property Mortgage and How Does It Work?" was first published on Small Business Trends View the full article

The third Gulf war augurs a more anarchic world — and more dependence on a less credible US View the full article

Interior department in talks with companies that hold leases to build plants off America’s coastline View the full article

Compliance comes for every industry. Healthcare has HIPAA. Retail had the Payment Card Industry Data Security Standard. Now it’s defense industrial base (DIB). With the rollout of the Cybersecurity Maturity Model Certification (CMMC), the Department of War (DOW)—and Katie Arrington’s advocacy through her former role as DOW chief information officer—are forcing a generational shift in how the defense supply chain protects sensitive data. CMMC isn’t mere guidance. It’s a contractual line in the sand that won’t stop with mega defense contractors. CMMC covers the small and midsize businesses across the U.S. that keep the nation’s economy moving and its security intact. It will transform how contractors operate, how deals get done, and who gets to stay in the defense supply chain at all. The scale is hard to ignore. Tens of thousands of businesses are already on the wrong side of it. For the defense industrial base, this isn’t a policy tweak. It’s a seismic and costly shift. And for business leaders across the supply chain, CMMC is quickly becoming the four-letter word they can’t avoid. CMMC DEFINED CMMC sets a new standard of trust between the DOW and the companies that support it. In September, the DOW issued the long-awaited final rule implementing CMMC. It says federal contractors must now evaluate their ability to protect Controlled Unclassified Information, a broad category of sensitive data. Under this final rule, which went into effect on November 10, CMMC requirements will now be a contractual condition of eligibility for defense work. The rule will phase in over three years, from self-assessments to third-party verification. THE BURDEN OF READINESS WILL BE DISPROPORTIONATELY DISTRIBUTED The defense industrial base includes 220,000 companies. Around 76,000—including 57,000 small businesses—will require at least Level 2 CMMC certification within the next seven years. Thousands won’t be ready. And they’re not fringe players. They’re suppliers, subcontractors, software developers, tech partners, and systems integrators. For many, this will be their first serious cybersecurity audit. Level 2 sets a high bar. Contractors must implement all 110 security controls defined in NIST SP 800-171. That means access controls. Incident response plans. System integrity. Vulnerability management. And certification requires a third-party audit, complete with evidence, audit trails, and remediation plans. Then there’s the cost, which will likely affect smaller members of the DIB hardest. Industry estimates put CMMC compliance at more than $63 billion over the next two decades. For small and midsize firms, new audit expenses will compete directly with R&D, hiring, and delivery. While the largest contractors have fulfilled CMMC requirements for decades, small shops who have to add disproportionately high compliance costs may decide that defense work is no longer worth it. The results will reshape the defense industrial base. Expect consolidation, spinoffs, and acquisitions. CMMC status will show up in diligence decks. And cyber risk will be weighed right alongside revenue and growth. COMPLIANCE WILL RESHAPE THE MISSION CMMC also signals a broader shift once compliance is no longer a self-managed check-box exercise. Workflows must embed controls. Data protection must account for location, device, user identity, and context. Security must travel with the data. That includes when a contractor uses a personal device, accesses a cloud application, or supports a mission from a remote site. In other words, the scope of CMMC will affect how daily work gets done, and it will run through nearly every aspect of our economy. CMMC will shape software vendors, logistics providers, training companies, professional services firms, and even those operating in classified-adjacent spaces. The time is now to prepare the defense industry to preserve its businesses, secure our nation, and support our military’s mission. Steve Tchejeyan is the president of Island. View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. I do not like cleaning; my roommate, however, loves it. A good cleaning gadget has the power to unite us—I need something that makes cleaning bearable, and she needs something that makes it extra innovative and fun. And if there's one gadget that lives up to the hype for both of us, it's the Bissell Little Green carpet and upholstery cleaner. It's currently on sale for $74.99 (a cheeky 25% off its list price of $99.99) as a part of Amazon's Big Spring Sale. Bissell Little Greeen Mini Portable Carpet & Upholstery Deep Cleaner (Tea Green) $74.99 at Amazon $99.99 Save $25.00 Get Deal Get Deal $74.99 at Amazon $99.99 Save $25.00 In my small Brooklyn apartment, this small size is a huge deal. A carpet and upholstery cleaner is must-have to protect my home against whatever grime I track in every day from the New York City streets. And over in Pennsylvania, Lifehacker's Managing Editor Meghan Walbert shares that the suction and cleaning power on this machine have never let her down, especially in the face of her Yorkie-Shih Tzu terrier's nervous digestive system. Our Little Green guy is so lightweight and easy to transport, I forget sometimes that I don't actually own one myself. The truth is I'm able to borrow it from my neighbor so often, it feels like it's communally owned. Luckily, today's sale is just the push I needed to buy one for myself. Hey, I might even spring for the cordless mini version, also on sale right now for $116.99. Our Best Editor-Vetted Amazon Big Spring Sale Deals Right Now Apple AirPods Pro 3 Noise Cancelling Heart Rate Wireless Earbuds — $199.99 (List Price $249.00) Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $299.00 (List Price $349.00) Samsung Galaxy Tab A11+ 128GB Wi-Fi 11" Tablet (Gray) — $209.99 (List Price $249.99) Sony WH1000XM6- Best Wireless Noise Canceling Headphones — $398.00 (List Price $459.99) Apple Watch Series 11 (GPS, 42mm, S/M Black Sport Band) — $299.00 (List Price $399.00) Blink Video Doorbell Wireless (Newest Model) + Sync Module Core — $35.99 (List Price $69.99) Fire TV Stick 4K Max Streaming Player With Remote — $34.99 (List Price $59.99) Amazon Kindle Colorsoft 16GB 7" eReader (Black) — $169.99 (List Price $249.99) Deals are selected by our commerce team View the full article

Top performers don’t leave things to chance. In business, they rely on advisors to help them make better decisions and get results faster. The same idea works for fitness, too. Many executives already have the discipline to show up at the gym. What often separates consistent progress from plateaus is strategy, not effort. Personal training provides structure, accountability, and expert insight that help turn hard work into measurable outcomes. If you’re used to improving performance at work, this approach should sound familiar. It’s about using expertise to get better results, more efficiently. THE POWER OF A PERSONAL PLAN There’s no shortage of workout plans online. You could find a program in seven seconds flat. But the question isn’t “Is there a plan?” It’s “Is this the right plan for me?” A good personal training relationship starts with getting to know you. A good trainer should learn about your goals, fitness level, schedule, past injuries, energy, and what might get in your way. The plan fits your needs, not the other way around. Creating a plan with this approach helps you make lasting progress. Instead of random exercises, you get a plan with purpose and structure. A personal trainer does more than give you a checklist. They create a program, see how it’s working, and make adjustments as you get stronger, more skilled, and more confident. FORM, FUNCTION, AND THE ART OF NOT HURTING YOURSELF Most successful professionals understand the difference between activity and strategy. A CEO doesn’t launch a new product without a roadmap. A lawyer doesn’t walk into court without preparation. A financial advisor doesn’t build a portfolio without a plan. The same distinction exists in fitness. You can visit any gym with good intentions and work hard. However, a structured training plan ensures your effort aligns with your specific goals, such as building strength, improving mobility, preventing injury, or maintaining energy during long workdays. A skilled trainer starts with an assessment. Movement patterns, injury history, recovery capacity, and lifestyle demands inform the approach. For executives with challenging schedules, efficiency is essential. Each session is purposeful and aligned with long-term goals, rather than random experimentation. This is where coaching adds value. An effective trainer monitors progress, refines programming, and ensures your training evolves as your body adapts. THE TECHNICAL ADVANTAGE OF EXPERT COACHING Even experienced gym-goers benefit from expert feedback. Many professionals have exercised for years. However, subtle improvements in movement quality (how you hinge, squat, rotate, or stabilize) can significantly enhance performance and reduce injury risk. It’s one reason high-performing leaders invest in coaching. Executives like Mark Zuckerberg and Richard Branson, for example, have spoken openly about working with trainers to maintain energy, resilience, and focus. A trained eye is essential in identifying these opportunities for improvement. A knowledgeable coach can recognize inefficiencies that even experienced athletes may miss. They understand biomechanics, fatigue patterns, and how to adjust movements when recovery, travel, or stress levels change. For example, golf coach Sean Foley helped Tiger Woods adjust his swing mechanics to reduce strain on his body and improve efficiency. When evaluating a trainer, ask about certifications, specialties, and experience with clients who share your goals. The right trainer serves as a performance partner, not just a workout leader. LEADERSHIP LESSONS FROM THE GYM The gym serves as an effective environment for applying leadership principles. Progress requires discipline, patience, and adaptability, all qualities recognized by executives. You set goals. You implement a plan. You measure results. And you adjust as needed. Coaching serves a similar purpose in both contexts. The right coach helps identify blind spots, maintain perspective, and overcome plateaus that are difficult to address alone. Personal training mirrors leadership development in several ways. Accountability, feedback, and structured challenges foster growth that is difficult to achieve independently. INVEST IN LONG-TERM PERFORMANCE Many executives approach fitness with the same mindset as business investments, focusing on long-term returns. Strength training, mobility work, and structured conditioning promote longevity, mental clarity, and sustained performance. These benefits increase over time. Most people are not training for competition. They train to maintain energy. They want to improve resilience. And their goal is to improve or maintain health throughout their demanding careers and active lives. With a strategic approach, fitness shifts from short-term goals to building a foundation for long-term performance. YOU DON’T HAVE TO DO THIS ALONE A key lesson across business, leadership, and fitness is that meaningful progress rarely occurs in isolation. I work with a trainer myself. Yes, even the president of Crunch Fitness benefits from the structure and accountability provided by having someone to remind you—sometimes directly—that the weight bar will not lift itself. Working with a trainer keeps me consistent, focused, and accountable, especially on days when motivation is low. This is the true value of personal training: not just motivation, but partnership. The most effective performers, whether in the boardroom or the gym, understand that the right guidance often distinguishes effort from real results. Chequan Lewis is president of Crunch Fitness. View the full article

Plus a six-step process for ushering prospects through to virtual CFO services. By Jody Grunden Building the Virtual CFO Firm in the Cloud Go PRO for members-only access to more Jody Grunden. View the full article

Plus a six-step process for ushering prospects through to virtual CFO services. By Jody Grunden Building the Virtual CFO Firm in the Cloud Go PRO for members-only access to more Jody Grunden. View the full article

Austria’s governing coalition on Friday announced plans to ban social media use for children under 14, joining a string of other countries in drawing up restrictions for young people. Alexander Pröll, the official in Chancellor Christian Stocker’s office responsible for digitization, said that draft legislation will be drawn up by the end of June. He said that “technically modern methods” of age verification will be used that allow users to verify their age while respecting their privacy. It wasn’t immediately clear when the plan to introduce a minimum age, which will need parliamentary approval, might take effect. Australia in 2024 took the lead, becoming the first country to eject children under 16 from social media with the intention of protecting them from harmful content and excessive screen time. A similar ban in Indonesia is due to start taking effect on Saturday. In Europe, lawmakers in France in January approved a bill banning social media for children under 15, paving the way for the measure to enter into force at the start of the next school year in September. Spain last month announced plans for a social media ban for under-16s. Denmark last fall announced an agreement for an access ban for under-15s. The British government said in January it would consider banning young teenagers from social media. Austria’s three-party centrist coalition is now joining the trend. “Today is a good day for children for children in our country,” Vice Chancellor Andreas Babler said at a news conference. “In the future, we will protect children and young people with determination against the negative effects of social media platforms.” “We will no longer look on as these platforms make our children addicted and often also sick,” he said. The Austrian government plans to accompany the ban with an effort to beef up schools’ teaching of how to use media and deal with artificial intelligence. —Associated Press View the full article

Lowering minimum standards and using a 2018 proposal as a basis for change may be the quickest path, according to Donald Layton, Freddie Mac's CEO from 2012 to 2019. View the full article

A typical chart of accounts (CoA) is a structured list of financial accounts used by organizations to organize their financial transactions. Each account is assigned a unique identification number, which helps categorize them into groups like assets, liabilities, and revenue. For example, asset accounts might start with ‘1’, whereas liabilities begin with ‘2’. Comprehending this numbering system is crucial for effective financial management, allowing for streamlined reporting and data retrieval. But how exactly does this structure impact your financial operations? Key Takeaways Chart of Accounts (CoA) uses a unique numbering system to identify and categorize financial accounts efficiently. Asset accounts typically begin with ‘1’, while liability accounts start with ‘2’. Expense accounts are numbered from ‘5XXX’ to ‘7XXX’, facilitating easy identification in financial reports. Revenue accounts are designated with a ‘4XXX’ prefix, ensuring clarity in income tracking. The numbering structure allows for future account additions by leaving gaps in the sequence. What Is a Chart of Accounts (Coa)? A Chart of Accounts (CoA) serves as a foundational tool for organizing your financial information, ensuring that you can efficiently track and report your transactions. It consists of a structured list of accounts customized to your organization’s specific needs, typically categorized into assets, liabilities, equity, revenue, and expenses. Each account is assigned a unique number, which facilitates easy identification and organization. For example, in a standard chart of accounts numbering system, asset accounts may start with ‘1’, whereas liability accounts begin with ‘2’. You can refer to a sample chart of accounts with numbers to visualize this structure better. Comprehending typical chart of accounts numbering is essential for maintaining accurate financial records and enhancing overall financial management. Importance of a Well-Defined Chart of Accounts When businesses implement a well-defined Chart of Accounts (CoA), they create a structured framework that categorizes financial transactions, which improves clarity and consistency in financial reporting. This organization supports compliance with accounting standards like GAAP or IFRS, ensuring that your financial statements are accurate and reliable for audits. A well-defined CoA additionally aids in efficient data retrieval and analysis, allowing you to make informed decisions based on accessible financial data. By systematically organizing accounts, it simplifies your bookkeeping processes, reduces errors, and boosts overall financial management. Regularly reviewing and updating the CoA is essential for maintaining its relevance and scalability, enabling your business to adapt to changes in operations or regulatory environments effectively. Structure of a Chart of Accounts Comprehending the structure of a Chart of Accounts is crucial for effective financial management. It’s divided into two main sections: Balance Sheet Accounts, which include Assets, Liabilities, and Equity, and Income Statement Accounts, covering Revenue and Expenses. This organization not solely helps you categorize accounts with a unique numbering system but likewise guarantees that financial data is presented clearly and systematically. Account Categories Overview The structure of a Chart of Accounts (CoA) is fundamental for organizing financial information in a clear and systematic way. Typically, it includes major categories like Assets (1XXX), Liabilities (2XXX), Equity (3XXX), Revenue (4XXX), and Expenses (5XXX – 7XXX). Each account within these categories is assigned a unique numerical code, ensuring consistent identification across financial statements. This numbering convention makes it easy to expand the CoA, with intentional gaps left for future account additions. Moreover, accounts are organized in a logical sequence, allowing you to navigate and retrieve information efficiently. The CoA’s structure adheres to accounting standards, such as GAAP, which helps maintain accuracy and clarity in financial documentation. Numbering System Significance A structured numbering system in a Chart of Accounts (CoA) greatly boosts financial reporting clarity and consistency. By categorizing accounts based on type—assets, liabilities, and equity—you streamline data management. For instance, assets usually start with ‘1’, liabilities with ‘2’, and equity with ‘3’, creating a logical sequence. This structure often includes gaps between numbers, allowing for future additions without disrupting order. Here’s a simple example of how this might look: Category Starting Digit Example Account Assets 1 101 – Cash Liabilities 2 201 – Accounts Payable Equity 3 301 – Retained Earnings This consistent numbering improves identification and retrieval, supporting better financial decisions. Balance Sheet Structure Organizing a balance sheet effectively relies on the structured format of a Chart of Accounts (CoA), which is divided into three primary categories: Assets, Liabilities, and Equity. Asset accounts, starting with the digit ‘1’, include cash (1010), accounts receivable (1020), and inventory (1030). These categories help you track what your business owns. Liability accounts begin with ‘2’, featuring obligations like accounts payable (2010) and short-term debt (2020), ensuring clarity about what you owe. Finally, equity accounts, assigned the digit ‘3’, represent ownership interests, including common stock (3010) and retained earnings (3020). This structured numbering system improves clarity and efficiency in financial reporting, allowing you to easily track and analyze your company’s financial position. Balance Sheet Accounts Balance Sheet Accounts play an important role in presenting a company’s financial health, and they’re organized into three primary categories: Assets, Liabilities, and Equity. These accounts are vital for comprehending the overall financial position of your business. Here’s how they break down: Assets (1XXX) – Resources owned by the company, such as cash, accounts receivable, and inventory. Liabilities (2XXX) – Obligations owed to creditors and suppliers, including accounts payable and notes payable. Equity (3XXX) – Ownership interest in the company, encompassing common stock and retained earnings. Proper Structuring – The numbering and organization improve clarity and compliance with accounting standards, ensuring accurate financial reporting and analysis. Income Statement Accounts Income Statement Accounts serve as essential tools for evaluating a company’s financial performance over a specific period. They’re divided into two main categories: Revenue accounts, typically coded 4XXX, and Expense accounts, ranging from 5XXX to 7XXX. Revenue accounts capture all income generated from business activities, giving you insight into sales performance and operational success. Conversely, Expense accounts detail various costs incurred during normal operations, including operating expenses and other categories. Each account is assigned a unique three-digit code, which aids in tracking and reporting for effective financial analysis. By organizing these accounts properly, you improve clarity in financial statements and guarantee compliance with accounting standards like GAAP, making your financial data more reliable and accessible. Chart of Accounts Numbering Convention A well-structured Chart of Accounts (CoA) numbering convention is crucial for maintaining clear financial records. This convention typically employs a numerical system where major categories are identified by leading digits. For instance, you might find: ‘1’ for assets (e.g., cash: 101, accounts receivable: 102) ‘2’ for liabilities (e.g., accounts payable: 201) ‘3’ for equity (e.g., common stock: 301) ‘4’ for revenues (e.g., sales revenue: 401) Each account number usually consists of four to five digits, allowing for easy identification and grouping. Gaps are left for future expansions, ensuring consistency and clarity in financial documentation. This structured approach improves efficient data retrieval and reporting, streamlining your financial management processes. Best Practices for Managing a Chart of Accounts Managing a Chart of Accounts (CoA) effectively requires adherence to best practices that boost its usability and relevance. First, maintain a logical sequence in numbering, leaving gaps for future additions to prevent confusion. Regularly review and update your CoA to guarantee it aligns with your organization’s evolving needs and accounting standards. Use clear, concise descriptions for each account, making data retrieval and reporting easier. Limit the number of accounts to avoid unnecessary complexity, which can complicate financial reporting and hinder effective decision-making. Furthermore, incorporate departmental codes within the numbering system to improve tracking of expenses and revenues by specific departments or functions. Following these practices will streamline financial management and improve overall organizational efficiency. Common Software for Chart of Accounts Management Choosing the right software for managing your Chart of Accounts (CoA) can greatly improve your financial management processes. Here are some common software options to evaluate: QuickBooks: Offers customizable reporting and project accounting features, making it versatile for various business needs. Sage Intacct: Known for extensive functionalities, it ranges from $15,000 to $35,000 annually, suitable for larger operations. NetSuite: A robust accounting platform priced between $100 and $300 per user per month, focusing on scalability for growing businesses. Xero: A cloud-based solution starting at $15 per month, providing ease and flexibility in managing your CoA. These options typically automate account number assignments, enhancing efficiency and ensuring compliance with accounting standards. Examples of Chart of Accounts When setting up your Chart of Accounts, you’ll find common categories like assets, liabilities, and income, each with specific account codes for easy reference. For instance, you might use 1000 for Bank cash accounts and 2000 for Accounts Payable, which helps in organizing financial activities. This structured approach not just streamlines your tracking but furthermore improves the clarity of your financial documentation. Common Account Categories A well-structured Chart of Accounts (CoA) is crucial for any business, as it categorizes financial transactions into distinct groups for better organization and analysis. The common account categories help you track your finances effectively: Assets (1XXX): Includes Cash (1010), Accounts Receivable (1020), and Inventory (1030). Liabilities (2XXX): Encompasses Accounts Payable (2010) and Short-Term Debt (2020). Equity (3XXX): Represents owner investments and retained earnings. Revenue (4XXX): Tracks income from Sales Revenue (4000) and Service Income (4100). Expenses, ranging from 5XXX to 7XXX, may include specific costs like Rent Expense (6000) and Utilities Expense (6100). This numbering convention guarantees easy identification, retrieval, and accurate bookkeeping for financial reporting. Sample Account Codes Comprehension of sample account codes within a Chart of Accounts (CoA) is essential for maintaining organized financial records. Each account typically starts with a digit that signifies its category. For instance, asset accounts begin with ‘1’; you might see cash labeled as 101, accounts receivable as 102, and inventory as 103. Liability accounts usually start with ‘2’, so accounts payable is coded as 201 and short-term debt as 202. Expense accounts, ranging from 6000 to 8000, include utility expenses at 6500 and payroll expenses at 7000. A well-structured CoA allows for flexibility; for example, you can add a new account for office supplies as 1020, fitting seamlessly between existing codes. Importance of Organization Organizing your Chart of Accounts (CoA) is crucial for effective financial management, as it directly impacts the clarity of your financial documentation. A well-structured CoA categorizes your financial transactions into major categories, ensuring easy access and comprehension. Here are some key benefits of a well-organized CoA: Clarity: Each category, such as assets or liabilities, starts with a specific digit, making account retrieval straightforward. Compliance: It helps meet accounting standards like GAAP or IFRS by providing a systematic categorization. Scalability: Gaps between account numbers allow for future additions as your business evolves. Relevance: Regularly reviewing and updating your CoA keeps it aligned with current operations, enhancing financial reporting accuracy. Benefits of a Customized Chart of Accounts When businesses customize their Chart of Accounts (CoA) to fit their specific operational needs, they gain significant advantages in financial management. A personalized CoA allows you to create account categories that accurately reflect your revenue and expenses, leading to more precise financial tracking and reporting. This clarity improves financial documentation, making it easier for stakeholders to interpret your financial statements. By providing relevant data, a customized CoA supports better decision-making and advances financial analysis. Furthermore, aligning your CoA with industry standards guarantees compliance with regulatory requirements as well as addressing your unique operational characteristics. In the end, a well-defined CoA simplifies accounting processes, reduces errors, and boosts overall efficiency in financial management and reporting, which is essential for any successful business. Frequently Asked Questions What Is the Typical Chart of Accounts Numbering System? The typical chart of accounts numbering system organizes accounts numerically, with major categories assigned specific starting digits. For instance, asset accounts start with ‘1’, whereas liabilities begin with ‘2’. Each account gets a unique number, often five digits, ensuring clarity and ease in identifying account types. This structure aids in maintaining balance in double-entry accounting, as you’ll see accounts like cash labeled as 101 and accounts payable as 201, facilitating effective financial reporting. What Is the Chart of Account Numbering? The Chart of Accounts (CoA) numbering system is a structured method that assigns unique identifiers to financial accounts. Each account type starts with a specific digit; for instance, asset accounts begin with 1, whereas liability accounts start with 2. The numbering often includes gaps for future additions, like 1010 and 1020. This organization helps you easily identify account types, improves clarity in financial statements, and simplifies reporting and data retrieval processes. How Should I Number My Chart of Accounts? When numbering your chart of accounts, start by categorizing accounts into groups like assets, liabilities, and equity. Use a numbering system where assets begin with ‘1’, liabilities with ‘2’, and equity with ‘3’. Assign unique four or five-digit numbers, leaving gaps of at least ten numbers between accounts. This approach allows for future additions. For example, you could number accounts as 1010, 1020, and 2010, ensuring clarity and organization in your financial reporting. What Is the Normal Order of a Chart of Accounts? The normal order of a chart of accounts (CoA) starts with Balance Sheet accounts, which include Assets, Liabilities, and Equity. Next, you’ll find Income Statement accounts, categorized as Revenue and Expenses. This structure helps you maintain clear financial organization. For example, Assets are usually numbered 1XXX, whereas Revenue is assigned 4XXX. Conclusion In conclusion, a well-structured Chart of Accounts (CoA) is crucial for effective financial management. By categorizing accounts into assets, liabilities, equity, revenue, and expenses with a systematic numbering approach, you can streamline data retrieval and improve reporting accuracy. Implementing best practices and utilizing appropriate software can further refine CoA management. Customizing your CoA to fit your organization’s needs guarantees that it serves as a valuable tool for financial analysis and decision-making. Image via Google Gemini This article, "Typical Chart of Accounts Numbering: What Is It?" was first published on Small Business Trends View the full article

A typical chart of accounts (CoA) is a structured list of financial accounts used by organizations to organize their financial transactions. Each account is assigned a unique identification number, which helps categorize them into groups like assets, liabilities, and revenue. For example, asset accounts might start with ‘1’, whereas liabilities begin with ‘2’. Comprehending this numbering system is crucial for effective financial management, allowing for streamlined reporting and data retrieval. But how exactly does this structure impact your financial operations? Key Takeaways Chart of Accounts (CoA) uses a unique numbering system to identify and categorize financial accounts efficiently. Asset accounts typically begin with ‘1’, while liability accounts start with ‘2’. Expense accounts are numbered from ‘5XXX’ to ‘7XXX’, facilitating easy identification in financial reports. Revenue accounts are designated with a ‘4XXX’ prefix, ensuring clarity in income tracking. The numbering structure allows for future account additions by leaving gaps in the sequence. What Is a Chart of Accounts (Coa)? A Chart of Accounts (CoA) serves as a foundational tool for organizing your financial information, ensuring that you can efficiently track and report your transactions. It consists of a structured list of accounts customized to your organization’s specific needs, typically categorized into assets, liabilities, equity, revenue, and expenses. Each account is assigned a unique number, which facilitates easy identification and organization. For example, in a standard chart of accounts numbering system, asset accounts may start with ‘1’, whereas liability accounts begin with ‘2’. You can refer to a sample chart of accounts with numbers to visualize this structure better. Comprehending typical chart of accounts numbering is essential for maintaining accurate financial records and enhancing overall financial management. Importance of a Well-Defined Chart of Accounts When businesses implement a well-defined Chart of Accounts (CoA), they create a structured framework that categorizes financial transactions, which improves clarity and consistency in financial reporting. This organization supports compliance with accounting standards like GAAP or IFRS, ensuring that your financial statements are accurate and reliable for audits. A well-defined CoA additionally aids in efficient data retrieval and analysis, allowing you to make informed decisions based on accessible financial data. By systematically organizing accounts, it simplifies your bookkeeping processes, reduces errors, and boosts overall financial management. Regularly reviewing and updating the CoA is essential for maintaining its relevance and scalability, enabling your business to adapt to changes in operations or regulatory environments effectively. Structure of a Chart of Accounts Comprehending the structure of a Chart of Accounts is crucial for effective financial management. It’s divided into two main sections: Balance Sheet Accounts, which include Assets, Liabilities, and Equity, and Income Statement Accounts, covering Revenue and Expenses. This organization not solely helps you categorize accounts with a unique numbering system but likewise guarantees that financial data is presented clearly and systematically. Account Categories Overview The structure of a Chart of Accounts (CoA) is fundamental for organizing financial information in a clear and systematic way. Typically, it includes major categories like Assets (1XXX), Liabilities (2XXX), Equity (3XXX), Revenue (4XXX), and Expenses (5XXX – 7XXX). Each account within these categories is assigned a unique numerical code, ensuring consistent identification across financial statements. This numbering convention makes it easy to expand the CoA, with intentional gaps left for future account additions. Moreover, accounts are organized in a logical sequence, allowing you to navigate and retrieve information efficiently. The CoA’s structure adheres to accounting standards, such as GAAP, which helps maintain accuracy and clarity in financial documentation. Numbering System Significance A structured numbering system in a Chart of Accounts (CoA) greatly boosts financial reporting clarity and consistency. By categorizing accounts based on type—assets, liabilities, and equity—you streamline data management. For instance, assets usually start with ‘1’, liabilities with ‘2’, and equity with ‘3’, creating a logical sequence. This structure often includes gaps between numbers, allowing for future additions without disrupting order. Here’s a simple example of how this might look: Category Starting Digit Example Account Assets 1 101 – Cash Liabilities 2 201 – Accounts Payable Equity 3 301 – Retained Earnings This consistent numbering improves identification and retrieval, supporting better financial decisions. Balance Sheet Structure Organizing a balance sheet effectively relies on the structured format of a Chart of Accounts (CoA), which is divided into three primary categories: Assets, Liabilities, and Equity. Asset accounts, starting with the digit ‘1’, include cash (1010), accounts receivable (1020), and inventory (1030). These categories help you track what your business owns. Liability accounts begin with ‘2’, featuring obligations like accounts payable (2010) and short-term debt (2020), ensuring clarity about what you owe. Finally, equity accounts, assigned the digit ‘3’, represent ownership interests, including common stock (3010) and retained earnings (3020). This structured numbering system improves clarity and efficiency in financial reporting, allowing you to easily track and analyze your company’s financial position. Balance Sheet Accounts Balance Sheet Accounts play an important role in presenting a company’s financial health, and they’re organized into three primary categories: Assets, Liabilities, and Equity. These accounts are vital for comprehending the overall financial position of your business. Here’s how they break down: Assets (1XXX) – Resources owned by the company, such as cash, accounts receivable, and inventory. Liabilities (2XXX) – Obligations owed to creditors and suppliers, including accounts payable and notes payable. Equity (3XXX) – Ownership interest in the company, encompassing common stock and retained earnings. Proper Structuring – The numbering and organization improve clarity and compliance with accounting standards, ensuring accurate financial reporting and analysis. Income Statement Accounts Income Statement Accounts serve as essential tools for evaluating a company’s financial performance over a specific period. They’re divided into two main categories: Revenue accounts, typically coded 4XXX, and Expense accounts, ranging from 5XXX to 7XXX. Revenue accounts capture all income generated from business activities, giving you insight into sales performance and operational success. Conversely, Expense accounts detail various costs incurred during normal operations, including operating expenses and other categories. Each account is assigned a unique three-digit code, which aids in tracking and reporting for effective financial analysis. By organizing these accounts properly, you improve clarity in financial statements and guarantee compliance with accounting standards like GAAP, making your financial data more reliable and accessible. Chart of Accounts Numbering Convention A well-structured Chart of Accounts (CoA) numbering convention is crucial for maintaining clear financial records. This convention typically employs a numerical system where major categories are identified by leading digits. For instance, you might find: ‘1’ for assets (e.g., cash: 101, accounts receivable: 102) ‘2’ for liabilities (e.g., accounts payable: 201) ‘3’ for equity (e.g., common stock: 301) ‘4’ for revenues (e.g., sales revenue: 401) Each account number usually consists of four to five digits, allowing for easy identification and grouping. Gaps are left for future expansions, ensuring consistency and clarity in financial documentation. This structured approach improves efficient data retrieval and reporting, streamlining your financial management processes. Best Practices for Managing a Chart of Accounts Managing a Chart of Accounts (CoA) effectively requires adherence to best practices that boost its usability and relevance. First, maintain a logical sequence in numbering, leaving gaps for future additions to prevent confusion. Regularly review and update your CoA to guarantee it aligns with your organization’s evolving needs and accounting standards. Use clear, concise descriptions for each account, making data retrieval and reporting easier. Limit the number of accounts to avoid unnecessary complexity, which can complicate financial reporting and hinder effective decision-making. Furthermore, incorporate departmental codes within the numbering system to improve tracking of expenses and revenues by specific departments or functions. Following these practices will streamline financial management and improve overall organizational efficiency. Common Software for Chart of Accounts Management Choosing the right software for managing your Chart of Accounts (CoA) can greatly improve your financial management processes. Here are some common software options to evaluate: QuickBooks: Offers customizable reporting and project accounting features, making it versatile for various business needs. Sage Intacct: Known for extensive functionalities, it ranges from $15,000 to $35,000 annually, suitable for larger operations. NetSuite: A robust accounting platform priced between $100 and $300 per user per month, focusing on scalability for growing businesses. Xero: A cloud-based solution starting at $15 per month, providing ease and flexibility in managing your CoA. These options typically automate account number assignments, enhancing efficiency and ensuring compliance with accounting standards. Examples of Chart of Accounts When setting up your Chart of Accounts, you’ll find common categories like assets, liabilities, and income, each with specific account codes for easy reference. For instance, you might use 1000 for Bank cash accounts and 2000 for Accounts Payable, which helps in organizing financial activities. This structured approach not just streamlines your tracking but furthermore improves the clarity of your financial documentation. Common Account Categories A well-structured Chart of Accounts (CoA) is crucial for any business, as it categorizes financial transactions into distinct groups for better organization and analysis. The common account categories help you track your finances effectively: Assets (1XXX): Includes Cash (1010), Accounts Receivable (1020), and Inventory (1030). Liabilities (2XXX): Encompasses Accounts Payable (2010) and Short-Term Debt (2020). Equity (3XXX): Represents owner investments and retained earnings. Revenue (4XXX): Tracks income from Sales Revenue (4000) and Service Income (4100). Expenses, ranging from 5XXX to 7XXX, may include specific costs like Rent Expense (6000) and Utilities Expense (6100). This numbering convention guarantees easy identification, retrieval, and accurate bookkeeping for financial reporting. Sample Account Codes Comprehension of sample account codes within a Chart of Accounts (CoA) is essential for maintaining organized financial records. Each account typically starts with a digit that signifies its category. For instance, asset accounts begin with ‘1’; you might see cash labeled as 101, accounts receivable as 102, and inventory as 103. Liability accounts usually start with ‘2’, so accounts payable is coded as 201 and short-term debt as 202. Expense accounts, ranging from 6000 to 8000, include utility expenses at 6500 and payroll expenses at 7000. A well-structured CoA allows for flexibility; for example, you can add a new account for office supplies as 1020, fitting seamlessly between existing codes. Importance of Organization Organizing your Chart of Accounts (CoA) is crucial for effective financial management, as it directly impacts the clarity of your financial documentation. A well-structured CoA categorizes your financial transactions into major categories, ensuring easy access and comprehension. Here are some key benefits of a well-organized CoA: Clarity: Each category, such as assets or liabilities, starts with a specific digit, making account retrieval straightforward. Compliance: It helps meet accounting standards like GAAP or IFRS by providing a systematic categorization. Scalability: Gaps between account numbers allow for future additions as your business evolves. Relevance: Regularly reviewing and updating your CoA keeps it aligned with current operations, enhancing financial reporting accuracy. Benefits of a Customized Chart of Accounts When businesses customize their Chart of Accounts (CoA) to fit their specific operational needs, they gain significant advantages in financial management. A personalized CoA allows you to create account categories that accurately reflect your revenue and expenses, leading to more precise financial tracking and reporting. This clarity improves financial documentation, making it easier for stakeholders to interpret your financial statements. By providing relevant data, a customized CoA supports better decision-making and advances financial analysis. Furthermore, aligning your CoA with industry standards guarantees compliance with regulatory requirements as well as addressing your unique operational characteristics. In the end, a well-defined CoA simplifies accounting processes, reduces errors, and boosts overall efficiency in financial management and reporting, which is essential for any successful business. Frequently Asked Questions What Is the Typical Chart of Accounts Numbering System? The typical chart of accounts numbering system organizes accounts numerically, with major categories assigned specific starting digits. For instance, asset accounts start with ‘1’, whereas liabilities begin with ‘2’. Each account gets a unique number, often five digits, ensuring clarity and ease in identifying account types. This structure aids in maintaining balance in double-entry accounting, as you’ll see accounts like cash labeled as 101 and accounts payable as 201, facilitating effective financial reporting. What Is the Chart of Account Numbering? The Chart of Accounts (CoA) numbering system is a structured method that assigns unique identifiers to financial accounts. Each account type starts with a specific digit; for instance, asset accounts begin with 1, whereas liability accounts start with 2. The numbering often includes gaps for future additions, like 1010 and 1020. This organization helps you easily identify account types, improves clarity in financial statements, and simplifies reporting and data retrieval processes. How Should I Number My Chart of Accounts? When numbering your chart of accounts, start by categorizing accounts into groups like assets, liabilities, and equity. Use a numbering system where assets begin with ‘1’, liabilities with ‘2’, and equity with ‘3’. Assign unique four or five-digit numbers, leaving gaps of at least ten numbers between accounts. This approach allows for future additions. For example, you could number accounts as 1010, 1020, and 2010, ensuring clarity and organization in your financial reporting. What Is the Normal Order of a Chart of Accounts? The normal order of a chart of accounts (CoA) starts with Balance Sheet accounts, which include Assets, Liabilities, and Equity. Next, you’ll find Income Statement accounts, categorized as Revenue and Expenses. This structure helps you maintain clear financial organization. For example, Assets are usually numbered 1XXX, whereas Revenue is assigned 4XXX. Conclusion In conclusion, a well-structured Chart of Accounts (CoA) is crucial for effective financial management. By categorizing accounts into assets, liabilities, equity, revenue, and expenses with a systematic numbering approach, you can streamline data retrieval and improve reporting accuracy. Implementing best practices and utilizing appropriate software can further refine CoA management. Customizing your CoA to fit your organization’s needs guarantees that it serves as a valuable tool for financial analysis and decision-making. Image via Google Gemini This article, "Typical Chart of Accounts Numbering: What Is It?" was first published on Small Business Trends View the full article

The real estate investment trust declared an all-cash offer of $10.80 per share from CrossCountry superior to the fixed stock exchange ratio bid from UWM. View the full article

Probe was launched after monitoring group said it witnessed ‘high levels of family voting’ at Gorton and Denton pollView the full article

It’s no secret that children and adolescents have a lot more eyes on them these days thanks to everything from social media to cameras in everyone’s pockets. This experience (along with encouragement from brands such as Disney) has created space for young people to mimic adults, embracing cosmetics and anti-aging creams. Now, Italy’s consumer protection regulator says it is looking into the marketing strategies of some of the main contributors to this phenomenon: beauty companies. The country’s Competition Authority (AGCM) has launched two investigations into Sephora and Benefit Cosmetics for allegedly failing to clearly indicate that their products are not for children or adolescents. Instead, it raises concerns that both brands have “unfair commercial practices” that encourage children to compulsively buy everything from anti-aging creams to serums. Sephora and Benefit Cosmetics are both owned by LVMH, the French luxury conglomerate. “The investigations were opened over concerns that important information—such as warnings and precautions for cosmetics not intended for, or tested on, minors—may have been omitted or presented in a misleading manner,” the AGCM states. Using these products can have health consequences for young people, including scarring and allergic reactions. The Competition Authority also calls out Benefit Cosmetics and Sephora’s use of children’s peers to encourage sales. “The companies also appear to have adopted a particularly insidious marketing strategy, involving very young micro-influencers who encourage the compulsive purchase of cosmetics among young people, a particularly vulnerable group,” the regulator states. Micro-influencers are typically defined as creators with less than 100,000 followers. Research has found that they can be seen as more trustworthy “regular people” than influencers with larger followings. Fast Company has reached out to Sephora, Benefit Cosmetics, and LVMH for comment. We will update this post if we hear back. The phenomenon of “cosmeticorexia” In a statement on Friday, AGCM said the type of marketing tactics allegedly used by the beauty brands are linked to a phenomenon known as “cosmeticorexia.” A study published this month in the Journal of Dermatology and Therapy defines cosmeticorexia as “a culturally reinforced preoccupation or obsession with achieving ‘flawless’ skin that can lead to excessive, age-inappropriate, or compulsive use of cosmetic products and procedures.” It blames factors such as the increasing number of “cosmeceutical” products, or those that span cosmetics and medicine. It also points to social media’s influence, a space that can “reward” content about routines and a focus on appearance. The trend shows no signs of slowing down. The teen personal care market is expected to grow 6.6% or $12.75 billion globally between 2025 and 2030, according to market research. North America alone is expected to account for 39.3% of that growth. View the full article

Google is testing AI-generated summaries in YouTube feeds, replacing video titles with auto-written synopses. Some YouTube users are seeing video titles replaced by AI-generated summaries in the Android app. Reports on Reddit showed title-less video cards with collapsible summary boxes instead. The details. Video thumbnails remain, but titles are missing in some cases. AI summaries appear in expandable text boxes beneath each video. Users must tap to expand summaries to understand the content. The test appears limited to YouTube on Android. Why we care. This further abstracts creator metadata and reduces control over how your YouTube content appears. Titles remain a critical ranking and click-through signal. Replacing them with AI summaries can impact keyword targeting, brand voice, and intent matching — and increase the risk of inaccuracies that hurt performance. The context. Google is also testing AI-generated headline rewrites in Search, extending the same approach beyond Discover and now potentially into YouTube. Google confirmed a “small” and “narrow” experiment replacing original page titles with AI-generated versions in Search results. According to Google, the goal is to better match queries and improve engagement. But examples showed Google shortening or rewording headlines, changing tone and meaning. Reaction. Early feedback suggests a worse browsing experience. Expanding summaries slows discovery and adds friction to content selection, which runs counter to YouTube’s engagement goals. What’s next. There’s no official confirmation from YouTube on a broader rollout. The missing titles may be a bug, but the AI summary feature aligns with Google’s broader push into generative AI. View the full article