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A think tank's analysis of the system that provides banks with financing backed by an implied guarantee arrives amid broader federal efficiency reviews. View the full article

The Alpha Beta account structure was the gold standard of paid search. Over the past several years, PPC marketers have adapted to Google’s push into automation and AI by first tweaking Alpha Beta – built on single keyword ad groups (SKAGs) – and eventually moving away from it altogether. SKAG maintenance and buildout are no longer ideal for paid search in 2026 and beyond – but that transition isn’t as simple as flipping a switch. Existing SKAGs still hold valuable data and insights you can carry into a more consolidated setup. This article covers the benefits of SKAG consolidation and best practices for building a structure that sets your campaigns up for success. Why consolidate your SKAGs As a control-loving performance marketer who’s reluctant to let Google’s AI take the reins if I can help it, I understand the appeal of SKAGs. The precision of custom bidding, tailored ad copy, and specific landing pages is hard to give up. The challenge is that “precision” isn’t what it used to be. With Google’s looser match types, we have to accept that controlling every query – even the highest-converting ones – is no longer possible. At the same time, Google now rewards data density and streamlined account structures. Its interface makes consolidation easier, and its algorithms improve faster when fed with more robust data. While results will vary, it’s reasonable to expect a modest lift in efficiency – around 10% – when consolidation is done right. The controls that still matter lie elsewhere: Enhanced conversions. Strategic use of offline conversion tracking (OCT). Negative keywords. Ad copy that reflects a deep understanding of the user. I’ve found it’s a far better use of my team’s time to optimize with those levers – and to strengthen tracking and measurement both within Google and across channels. That focus delivers far more value than the manual, time-consuming process of SKAG buildout and maintenance. If you consolidate your SKAGs effectively, it’s very possible you won’t suffer the initial drop in performance we’re all used to seeing from major account restructures. At my agency, we’ve managed to consolidate a range of accounts without seeing a big negative impact – and from there, the data density feeding the algorithm can get to work. Dig deeper: When to restructure your Google Ads account – and how to do it right Best practices for SKAG consolidation To make consolidation work, focus on building a structure that balances data density with control. Avoid over-segmentation Remember: Google’s algorithm likes data density. Transitioning from SKAGs to two-keyword ad groups won’t accomplish much, and we still inherit accounts with hundreds of ad groups that need further consolidation. Sprawling, over-segmented set-ups lead to very concrete issues: Inefficient budget allocation across campaigns. Data cannibalization and reduced visibility into true performance. Time-intensive management that slows optimization and reporting. Gaps in ad coverage and messaging consistency. Consolidation saves significant time you can redirect toward higher-impact work – and it’s also shown real business gains. In one SaaS account we took over and began consolidating in June, efficiency in cost per opportunity improved by 6% in the first month and 27% in the second, while maintaining opportunity volume. Those gains can’t be explained by seasonality. Dig deeper: 7 PPC mistakes hiding in your ad accounts Avoid over-consolidation We also take over accounts with hundreds – sometimes thousands – of keywords in a single ad group. That setup often leads ads to serve for irrelevant queries and gives Google far too much freedom to prioritize its own revenue over yours (more on that below). Over-consolidating also limits the insights you can draw from performance. For example, if you group dissimilar geos – states, countries, or regions – in the same ad group, you’ll lose visibility into which areas drive efficient growth and which drain budget without meaningful return. Get the newsletter search marketers rely on. See terms. Segment strategically (don’t give Google any loopholes) Google is masterful at finding the path of least resistance to hit your goals – and too often, that works against your bottom line. When consolidating, avoid these common pitfalls. Clumping brand and non-brand keywords Google will serve branded queries all day because those users are already deep in the funnel and likely to convert. But those conversions are also the least incremental. Keep brand and non-brand separate and make Google work harder to convert people who don’t already know your brand. Clumping products with widely different price points Give Google a tCPA target and a mix of products at different price points, and it’ll go straight for the easiest – usually lowest-priced – conversions. Using tROAS helps a bit, but it’s better to group products with similar price points so you don’t give Google unnecessary flexibility. Clumping keywords without considering lead quality If you’re using enhanced conversions and OCT, you already know which keywords drive higher-quality leads. Don’t undermine that by mixing low- and high-quality keywords in the same ad group. Google will fill your funnel with cheap, low-value leads. Instead, balance volume and quality in high-value ad groups by: Setting a realistic volume target (around 20-30 per month). Optimizing toward the deepest-funnel action that supports that level – like SQLs or opportunities. Use negative keywords Consolidated ad groups open the door to plenty of irrelevant queries, so be aggressive with negative keywords. You’ll never catch every search, but think directionally and aim for broad coverage to protect your budget from waste. Beyond performance: Why consolidation really matters You’ll likely – though not certainly – see a modest performance lift if you consolidate effectively. But that’s not the main benefit. The real value lies in the time you save by building a simpler structure and letting Google’s algorithm do its job – and in clearing the mental hurdle of giving up query-level control to focus on smarter ways to differentiate your campaigns. View the full article

The longest government shutdown in history could conclude as soon as Wednesday, Day 43, with almost no one happy with the final result. Democrats didn’t get the heath insurance provisions they demanded added to the spending deal. And Republicans, who control the levers of power in Washington, didn’t escape blame, according to polls and some state and local elections that went poorly for them. The fallout of the shutdown landed on millions of Americans, including federal workers who went without paychecks and airline passengers who had their trips delayed or canceled. An interruption in nutrition assistance programs contributed to long lines at food banks and added emotional distress going into the holiday season. The agreement includes bipartisan bills worked out by the Senate Appropriations Committee to fund parts of government — food aid, veterans programs and the legislative branch, among other things. All other funding would be extended until the end of January, giving lawmakers more than two months to finish additional spending bills. Here’s a look at how the shutdown started and is likely to end: What led to the shutdown Democrats made several demands to win their support for a short-term funding bill, but the central one was an extension of an enhanced tax credit that lowers the cost of health coverage obtained through Affordable Care Act marketplaces. The tax credit was boosted during the COVID-19 pandemic response, again through President Joe Biden’s big energy and health care bill, and it’s set to expire at the end of December. Without it, premiums on average will more than double for millions of Americans. More than 2 million people would lose health insurance coverage altogether next year, the Congressional Budget Office projected. “Never have American families faced a situation where their health care costs are set to double — double in the blink of an eye,” said Senate Democratic leader Chuck Schumer, D-N.Y. While Democrats called for negotiations on the matter, Republicans said a funding bill would need to be passed first. “Republicans are ready to sit down with Democrats just as soon as they stop holding the government hostage to their partisan demands,” Senate Majority Leader John Thune, R-S.D., said. Thune eventually promised Democrats a December vote on the tax credit extension to help resolve the standoff, but many Democrats demanded a guaranteed fix, not just a vote that is likely to fail. Thune’s position was much the same as the one Schumer took back in October 2013, when Republicans unsuccessfully sought to roll back parts of the Affordable Care Act in exchange for funding the government. “Open up all of the government, and then we can have a fruitful discussion,” Schumer said then. Democratic leaders under pressure The first year of President Donald The President’s second term has seen more than 200,000 federal workers leave their job through firings, forced relocations or the Republican administration’s deferred resignation program, according to the Partnership for Public Service. Whole agencies that don’t align with the administration’s priorities have been dismantled. And billions of dollars previously approved by Congress have been frozen or canceled. Democrats have had to rely on the courts to block some of The President’s efforts, but they have been unable to do it through legislation. They were also powerless to stop The President’s big tax cut and immigration crackdown bill that Republicans helped pay for by cutting future spending on safety net programs such as Medicaid and SNAP, formerly known as food stamps. The Democrats’ struggles to blunt the The President administration’s priorities has prompted calls for the party’s congressional leadership to take a more forceful response. Schumer experienced that firsthand after announcing in March that he would support moving ahead with a funding bill for the 2025 budget year. There was a protest at his office, calls from progressives that he be primaried in 2028 and suggestions that the Democratic Party would soon be looking for new leaders. This time around, Schumer demanded that Republicans negotiate with Democrats to get their votes on a spending bill. The Senate rules, he noted, requires bipartisan support to meet the 60-vote threshold necessary to advance a spending bill. But those negotiations did not occur, at least not with Schumer. Republicans instead worked with a small group of eight Democrats to tee up a short-term bill to fund the government generally at current levels and accused Schumer of catering to the party’s left flank when he refused to go along. “The Senate Democrats are afraid that the radicals in their party will say that they caved,” House Speaker Mike Johnson, R-La., said at one of his many daily press conferences. The blame game The political stakes in the shutdown are huge, which is why leaders in both parties have held nearly daily press briefings to shape public opinion. Roughly 6 in 10 Americans say The President and Republicans in Congress have “a great deal” or “quite a bit” of responsibility for the shutdown, while 54% say the same about Democrats in Congress, according to the poll from The Associated Press-NORC Center for Public Affairs Research. At least three-quarters of Americans believe each deserves at least a “moderate” share of blame, underscoring that no one was successfully evading responsibility. Both parties looked to the Nov. 4 elections in Virginia, New Jersey and elsewhere for signs of how the shutdown was influencing public opinion. Democrats took comfort in their overwhelming successes. The President called it a “big factor, negative” for Republicans. But it did not change the GOP’s stance on negotiating. Instead, The President ramped up calls for Republicans to end the filibuster in the Senate, which would pretty much eliminate the need for the majority party to ever negotiate with the minority. Damage of the shutdown The Congressional Budget Office says that the negative impact on the economy will be mostly recovered once the shutdown ends, but not entirely. It estimated the permanent economic loss at about $11 billion for a six-week shutdown. Beyond the numbers, though, the shutdown created a cascade of troubles for many Americans. Federal workers missed paychecks, causing financial and emotional stress. Travelers had their flights delayed and at times canceled. People who rely on safety net programs such as the Supplemental Nutrition Assistance Program saw their benefits stopped, and Americans throughout the country lined up for meals at food banks. “This dysfunction is damaging enough to our constituents and economy here at home, but it also sends a dangerous message to the watching world,” said Sen. Jerry Moran, R-Kan. “It demonstrates to our allies that we are an unreliable partner, and it signals to our adversaries that we can’t work together to meet even the most fundamental responsibilities of Congress.” Follow the AP’s coverage of the federal government shutdown at https://apnews.com/hub/government-shutdown. —Kevin Freking, Associated Press View the full article

President Donald The President boasts that his tariffs protect American industries, lure factories to the United States, raise money for the federal government, and give him diplomatic leverage. Now, he’s claiming they can finance a windfall for American families, too: He’s promising a generous tariff dividend. The president proposed the idea on his Truth Social media platform Sunday, five days after his Republican Party lost elections in Virginia, New Jersey, and elsewhere largely because of voter discontent with his economic stewardship—specifically, the high cost of living. The tariffs are bringing in so much money, the president posted, that “a dividend of at least $2,000 a person (not including high income people!) will be paid to everyone.” Budget experts scoffed at the idea, which conjured memories of the The President administration’s short-lived plan for DOGE dividend checks financed by billionaire Elon Musk’s federal budget cuts. “The numbers just don’t check out,” said Erica York, vice president of federal tax policy at the nonpartisan Tax Foundation. Details are scarce, including what the income limits would be and whether payments would go to children. Even The President’s treasury secretary, Scott Bessent, sounded a bit blindsided by the audacious dividend plan. Appearing Sunday on ABC’s This Week, Bessent said he hadn’t discussed the dividend with the president and suggested that it might not mean that Americans would get a check from the government. Instead, Bessent said, the rebate might take the form of tax cuts. The tariffs are certainly raising money—$195 billion in the budget year that ended September 30, up 153% from $77 billion in fiscal 2024. But they still account for less than 4% of federal revenue and have done little to dent the federal budget deficit—a staggering $1.8 trillion in fiscal 2025. Budget wonks say The President’s dividend math doesn’t work. John Ricco, an analyst with the Budget Lab at Yale University, reckons that The President’s tariffs will bring in $200 billion to $300 billion a year in revenue. But a $2,000 dividend—if it went to all Americans, including children—would cost $600 billion. “It’s clear that the revenue coming in would not be adequate,” he said. Ricco also noted that The President couldn’t just pay the dividends on his own. They would require legislation from Congress. Moreover, the centerpiece of The President’s protectionist trade policies—double-digit taxes on imports from almost every country in the world—may not survive a legal challenge that has reached the U.S. Supreme Court. In a hearing last week, the justices sounded skeptical about the The President administration’s assertion of sweeping power to declare national emergencies to justify the tariffs. The President has bypassed Congress, which has authority under the Constitution to levy taxes, including tariffs. If the court strikes down the tariffs, the The President administration may be refunding money to the importers who paid them, not sending dividend checks to American families. (The President could find other ways to impose tariffs, even if he loses at the Supreme Court; but it could be cumbersome and time-consuming.) Mainstream economists and budget analysts note that tariffs are paid by U.S. importers who then generally try to pass along the cost to their customers through higher prices. The dividend plan “misses the mark,” the Tax Foundation’s York said. “If the goal is relief for Americans, just get rid of the tariffs.” —Paul Wiseman, AP Economics Writer View the full article

Identifying the owners, or shareholders, of a corporation is essential for comprehending its governance and structure. You can start by examining the stock ledger, which records all issued shares and their holders. For publicly traded companies, annual reports and proxy statements filed with the SEC reveal significant shareholders, typically those owning over 5% of shares. These documents not just show ownership distribution but additionally highlight voting rights and corporate governance. So, how do these elements connect to shareholder rights? Key Takeaways Review the corporation’s stock ledger to see a record of all issued shares and their respective owners. Check the company’s annual reports and proxy statements for details on shareholder identities and voting rights. Analyze regulatory filings like Form 13D or Form 13G for disclosures from significant shareholders owning over 5% of shares. Look for institutional investors’ reports that periodically disclose their holdings and ownership stakes in the corporation. Access the corporation’s articles of incorporation, which may include information on ownership structure and shareholder rights. Understanding Shareholders Shareholders play a crucial role in the functioning of a corporation, as they’re the individuals or entities that own shares and, as a result, a portion of the company. So, who are the owners of a corporation? The owners of a corporation are called shareholders. They can be classified mainly into two groups: common shareholders, who typically have voting rights, and preferred shareholders, who usually receive fixed dividends but lack voting rights. Majority shareholders own more than 50% of the shares, granting them significant influence over corporate decisions, whereas minority shareholders own less than 50% and have limited authority. Furthermore, shareholders enjoy limited liability, meaning they aren’t personally responsible for the corporation’s debts beyond their investment in shares. Types of Shareholders Let’s explore the different types of shareholders you might encounter in a corporation. You’ll find individual shareholders, who own shares directly, and institutional shareholders, like mutual funds, that hold significant stakes and influence corporate decisions. Moreover, comprehending the distinction between majority shareholders, who control over 50% of the shares, and minority shareholders, who own less, is vital for grasping their varying levels of influence within the company. Individual Shareholders Overview When you invest in a corporation by purchasing shares, you’re considered an individual shareholder, and your ownership rights depend on the number of shares you hold. Individual shareholders can be categorized into different types, each with unique rights and privileges: Common shareholders: Typically possess voting rights, allowing them to influence corporate decisions. Preferred shareholders: Receive fixed dividends but lack voting rights, prioritizing income over control. Acquisition methods: You can obtain shares through IPOs, direct purchases, or employee stock options. Limited liability: Your financial risk is confined to your investment, protecting personal assets from corporate debts. Understanding these distinctions is essential, especially since a disadvantage of forming a partnership is that owners face unlimited liability, unlike a business owned by one person or a corporation. Institutional Shareholders Explained Though individual shareholders play a crucial role in a corporation’s ownership structure, institutional shareholders represent a significant force in the investment environment. These organizations, such as mutual funds, pension funds, insurance companies, and hedge funds, invest large sums in companies by purchasing shares, often holding substantial equity. With their considerable ownership stakes, they wield significant voting influence, impacting corporate governance and strategic decisions. Institutional investors are categorized based on their strategies; active investors aim to outperform the market, whereas passive investors track market indices. Approximately 70% of publicly traded company shares in the U.S. are held by these investors, underscoring their vital role in capital markets. They participate in shareholder meetings and may engage in activism for corporate policy changes. Majority vs. Minority Shareholders How do majority and minority shareholders influence a corporation’s direction? Majority shareholders, who own over 50% of the outstanding shares, wield significant control over corporate decisions, including board elections and policy-making. Conversely, minority shareholders, holding less than 50%, have limited influence but retain important rights. Here’s how they differ: Majority shareholders often include founders or their heirs, whereas minority shareholders can be individual investors or institutions. In corporate liquidation, majority shareholders usually have priority for remaining assets. Both groups can inspect company records and initiate legal action against misdeeds. Minority shareholders still have rights, like voting on key issues and receiving dividends, albeit with less authority to instigate change. Understanding these dynamics can clarify the corporate governance environment. Shareholder Rights As a shareholder, you have important rights that play a vital role in corporate governance. You can vote on key issues, like electing board directors and approving major transactions, at the same time being entitled to dividends if the board declares them. Comprehending these rights, including your ability to inspect company records and hold management accountable, is fundamental for protecting your investment. Voting Rights Explained Voting rights are a fundamental aspect of shareholder ownership, enabling you to have a say in key corporate decisions. Typically, your voting authority corresponds to the number of shares you own. Here’s what you should know: Common shareholders vote at annual meetings, whereas preferred shareholders usually don’t. Voting methods include majority voting, used by about 90% of companies, and plurality voting, where the candidate with the most votes wins. You can vote in person or by proxy, allowing you to delegate your voting rights if you can’t attend. Exercising your voting rights is essential for holding directors accountable and influencing the company’s strategic direction. Understanding these rights enables you to participate actively in corporate governance. Dividend Entitlements Overview Dividends represent a significant aspect of shareholder rights, as they provide a way for you to receive a portion of a corporation’s profits. Typically declared by the board of directors, dividends come in two forms: cash or additional shares of stock. If you’re a common shareholder, your dividend amount depends on the number of shares you own. Preferred shareholders, on the other hand, usually enjoy fixed dividends that take precedence over the common ones. To qualify for dividend payments, you must hold shares before the ex-dividend date; buying shares afterward means you won’t receive that dividend. Keep in mind that dividends are taxable income, so you’ll need to report them on your personal income tax returns. Comprehending these aspects is crucial for maximizing your investment. Corporate Structure and Governance Corporate structure and governance play crucial roles in how a corporation operates, ensuring that ownership and management functions are clearly defined. In this framework, shareholders own the company through shares of stock whereas directors and officers manage day-to-day operations. Comprehending the structure helps clarify shareholder rights, including: Voting on major corporate matters Receiving dividends based on ownership type Inspecting company records as allowed Overseeing management through the board of directors The articles of incorporation outline the ownership structure, detailing the number of shares authorized for issuance. This structure greatly impacts the dynamics of corporate governance and shareholder rights, distinguishing between common and preferred shareholders, each with specific privileges and responsibilities. How Shareholders Acquire Ownership Comprehending how shareholders acquire ownership is fundamental for anyone interested in investing or participating in a corporation. One primary method is through Initial Public Offerings (IPOs), where you can purchase shares when a company first goes public. You can also make direct purchases on stock exchanges or through private transactions, buying existing shares from current owners. Employees might gain shares through stock options or grants, which link their compensation to the company’s success. Furthermore, you can acquire shares via inheritance or gifts, passing ownership down family lines or to friends. Finally, during mergers and acquisitions, shareholders of one company might receive shares in the newly formed entity, broadening their ownership in the process. Role of the Stock Ledger The stock ledger plays a vital role in the governance of a corporation by carefully recording all shares issued, along with important details like shareholder names, the number of shares owned, and acquisition dates. This official record allows you to verify the identity of shareholders and manage their rights effectively. Key functions of the stock ledger include: Ensuring compliance with legal requirements Facilitating communication regarding dividend distributions Documenting changes in ownership, such as transfers or sales Providing shareholders with access for inspection, promoting transparency Public Filings and Disclosure Comprehending who holds shares in a corporation is not just about maintaining a stock ledger; it moreover involves public filings and disclosures that provide essential information to investors and regulators. Public corporations must file annual reports, like Form 10-K, with the SEC, detailing shareholder ownership. Companies disclose beneficial owners, typically those holding over 5% of stock, in proxy statements filed before annual meetings. In addition, state laws may require corporations to include shareholder information in their articles of incorporation. Institutional investors likewise report holdings periodically, enhancing transparency. Filing Type Required By Key Information Form 10-K SEC Shareholder stakes Proxy Statements SEC Beneficial owners State Filings State Laws Voting rights Importance of Annual Reports and Proxy Statements Even though you might think of annual reports and proxy statements as just routine documents, they actually play a crucial role in grasping a corporation’s ownership structure and governance. Comprehending these documents can clarify who the shareholders are and how decisions are made. Key insights you can gather include: Financial performance: Annual reports provide an overview of the corporation’s financial health and outstanding shares. Voting information: Proxy statements reveal details about shareholder voting and significant shareholder identities. Directors and officers: Both documents list key individuals, helping you assess potential conflicts of interest. Shareholder equity: Annual reports detail the distribution of shares, shedding light on ownership structures. Identifying Significant Shareholders Comprehending who the significant shareholders are can provide valuable insights into a corporation’s influence and decision-making processes. Typically, significant shareholders own more than 5% of a corporation’s outstanding shares, granting them substantial sway in corporate governance and decisions. To identify these shareholders, check the annual proxy statement, which reveals top investors and their shareholdings. Regulatory filings, such as Form 13D or Form 13G with the SEC, require reporting from those holding significant stakes, ensuring transparency. Furthermore, shareholder registers maintained by the corporation list all registered shareholders and their respective holdings. Corporate bylaws may likewise define thresholds for determining significant shareholders, often influencing voting rights and privileges, which can further aid in recognizing key stakeholders. Frequently Asked Questions Are the Owners of a Corporation Called Shareholders? Yes, the owners of a corporation are certainly called shareholders. They hold shares, which represent their ownership interest in the company. Shareholders can be individuals or institutions, and they possess rights such as voting on key issues, including board elections. Depending on the number of shares owned, they may be classified as majority or minority shareholders, influencing their control over corporate decisions. Significantly, shareholders’ liability is limited to their investment in the corporation. How Do I Know Who Are the Shareholders of a Company? To know who the shareholders of a company are, you can start by checking the shareholder register or stock ledger, which lists all owners of shares. For publicly traded companies, look at their annual reports and proxy statements for major shareholders. If it’s a private corporation, review the articles of incorporation or bylaws. Financial databases and investment platforms can likewise provide valuable insights into both direct and beneficial owners of shares. Are the Names of Shareholders Public Information? Yes, in the United States, the names of shareholders in publicly traded companies are commonly public information. You can find this data in company filings with the Securities and Exchange Commission, such as Form 10-K and proxy statements. Nevertheless, private companies don’t have to disclose their shareholder information publicly, making it harder to identify their owners. Some states do maintain shareholder registers, but access may be limited based on specific regulations. Can You Look up Who Owns Shares in a Company? Yes, you can look up who owns shares in a company. For publicly traded companies, check the shareholder register, which lists all shareholders and their ownership percentages. You can furthermore explore SEC filings via platforms like EDGAR. Financial data providers, such as Bloomberg or Yahoo Finance, offer detailed ownership breakdowns. For private companies, review incorporation documents or shareholder agreements, but access may be limited compared to public records. Conclusion In summary, identifying shareholders of a corporation involves examining various resources, such as stock ledgers and public filings like annual reports and proxy statements. These documents not only reveal ownership structures but likewise clarify shareholder rights and corporate governance. By comprehending these elements, you can gain a clearer picture of who holds significant stakes in a company and how that influences decision-making. This knowledge is crucial for anyone looking to navigate the intricacies of corporate ownership. Image via Google Gemini This article, "How to Identify the Owners Called Shareholders of a Corporation" was first published on Small Business Trends View the full article

Identifying the owners, or shareholders, of a corporation is essential for comprehending its governance and structure. You can start by examining the stock ledger, which records all issued shares and their holders. For publicly traded companies, annual reports and proxy statements filed with the SEC reveal significant shareholders, typically those owning over 5% of shares. These documents not just show ownership distribution but additionally highlight voting rights and corporate governance. So, how do these elements connect to shareholder rights? Key Takeaways Review the corporation’s stock ledger to see a record of all issued shares and their respective owners. Check the company’s annual reports and proxy statements for details on shareholder identities and voting rights. Analyze regulatory filings like Form 13D or Form 13G for disclosures from significant shareholders owning over 5% of shares. Look for institutional investors’ reports that periodically disclose their holdings and ownership stakes in the corporation. Access the corporation’s articles of incorporation, which may include information on ownership structure and shareholder rights. Understanding Shareholders Shareholders play a crucial role in the functioning of a corporation, as they’re the individuals or entities that own shares and, as a result, a portion of the company. So, who are the owners of a corporation? The owners of a corporation are called shareholders. They can be classified mainly into two groups: common shareholders, who typically have voting rights, and preferred shareholders, who usually receive fixed dividends but lack voting rights. Majority shareholders own more than 50% of the shares, granting them significant influence over corporate decisions, whereas minority shareholders own less than 50% and have limited authority. Furthermore, shareholders enjoy limited liability, meaning they aren’t personally responsible for the corporation’s debts beyond their investment in shares. Types of Shareholders Let’s explore the different types of shareholders you might encounter in a corporation. You’ll find individual shareholders, who own shares directly, and institutional shareholders, like mutual funds, that hold significant stakes and influence corporate decisions. Moreover, comprehending the distinction between majority shareholders, who control over 50% of the shares, and minority shareholders, who own less, is vital for grasping their varying levels of influence within the company. Individual Shareholders Overview When you invest in a corporation by purchasing shares, you’re considered an individual shareholder, and your ownership rights depend on the number of shares you hold. Individual shareholders can be categorized into different types, each with unique rights and privileges: Common shareholders: Typically possess voting rights, allowing them to influence corporate decisions. Preferred shareholders: Receive fixed dividends but lack voting rights, prioritizing income over control. Acquisition methods: You can obtain shares through IPOs, direct purchases, or employee stock options. Limited liability: Your financial risk is confined to your investment, protecting personal assets from corporate debts. Understanding these distinctions is essential, especially since a disadvantage of forming a partnership is that owners face unlimited liability, unlike a business owned by one person or a corporation. Institutional Shareholders Explained Though individual shareholders play a crucial role in a corporation’s ownership structure, institutional shareholders represent a significant force in the investment environment. These organizations, such as mutual funds, pension funds, insurance companies, and hedge funds, invest large sums in companies by purchasing shares, often holding substantial equity. With their considerable ownership stakes, they wield significant voting influence, impacting corporate governance and strategic decisions. Institutional investors are categorized based on their strategies; active investors aim to outperform the market, whereas passive investors track market indices. Approximately 70% of publicly traded company shares in the U.S. are held by these investors, underscoring their vital role in capital markets. They participate in shareholder meetings and may engage in activism for corporate policy changes. Majority vs. Minority Shareholders How do majority and minority shareholders influence a corporation’s direction? Majority shareholders, who own over 50% of the outstanding shares, wield significant control over corporate decisions, including board elections and policy-making. Conversely, minority shareholders, holding less than 50%, have limited influence but retain important rights. Here’s how they differ: Majority shareholders often include founders or their heirs, whereas minority shareholders can be individual investors or institutions. In corporate liquidation, majority shareholders usually have priority for remaining assets. Both groups can inspect company records and initiate legal action against misdeeds. Minority shareholders still have rights, like voting on key issues and receiving dividends, albeit with less authority to instigate change. Understanding these dynamics can clarify the corporate governance environment. Shareholder Rights As a shareholder, you have important rights that play a vital role in corporate governance. You can vote on key issues, like electing board directors and approving major transactions, at the same time being entitled to dividends if the board declares them. Comprehending these rights, including your ability to inspect company records and hold management accountable, is fundamental for protecting your investment. Voting Rights Explained Voting rights are a fundamental aspect of shareholder ownership, enabling you to have a say in key corporate decisions. Typically, your voting authority corresponds to the number of shares you own. Here’s what you should know: Common shareholders vote at annual meetings, whereas preferred shareholders usually don’t. Voting methods include majority voting, used by about 90% of companies, and plurality voting, where the candidate with the most votes wins. You can vote in person or by proxy, allowing you to delegate your voting rights if you can’t attend. Exercising your voting rights is essential for holding directors accountable and influencing the company’s strategic direction. Understanding these rights enables you to participate actively in corporate governance. Dividend Entitlements Overview Dividends represent a significant aspect of shareholder rights, as they provide a way for you to receive a portion of a corporation’s profits. Typically declared by the board of directors, dividends come in two forms: cash or additional shares of stock. If you’re a common shareholder, your dividend amount depends on the number of shares you own. Preferred shareholders, on the other hand, usually enjoy fixed dividends that take precedence over the common ones. To qualify for dividend payments, you must hold shares before the ex-dividend date; buying shares afterward means you won’t receive that dividend. Keep in mind that dividends are taxable income, so you’ll need to report them on your personal income tax returns. Comprehending these aspects is crucial for maximizing your investment. Corporate Structure and Governance Corporate structure and governance play crucial roles in how a corporation operates, ensuring that ownership and management functions are clearly defined. In this framework, shareholders own the company through shares of stock whereas directors and officers manage day-to-day operations. Comprehending the structure helps clarify shareholder rights, including: Voting on major corporate matters Receiving dividends based on ownership type Inspecting company records as allowed Overseeing management through the board of directors The articles of incorporation outline the ownership structure, detailing the number of shares authorized for issuance. This structure greatly impacts the dynamics of corporate governance and shareholder rights, distinguishing between common and preferred shareholders, each with specific privileges and responsibilities. How Shareholders Acquire Ownership Comprehending how shareholders acquire ownership is fundamental for anyone interested in investing or participating in a corporation. One primary method is through Initial Public Offerings (IPOs), where you can purchase shares when a company first goes public. You can also make direct purchases on stock exchanges or through private transactions, buying existing shares from current owners. Employees might gain shares through stock options or grants, which link their compensation to the company’s success. Furthermore, you can acquire shares via inheritance or gifts, passing ownership down family lines or to friends. Finally, during mergers and acquisitions, shareholders of one company might receive shares in the newly formed entity, broadening their ownership in the process. Role of the Stock Ledger The stock ledger plays a vital role in the governance of a corporation by carefully recording all shares issued, along with important details like shareholder names, the number of shares owned, and acquisition dates. This official record allows you to verify the identity of shareholders and manage their rights effectively. Key functions of the stock ledger include: Ensuring compliance with legal requirements Facilitating communication regarding dividend distributions Documenting changes in ownership, such as transfers or sales Providing shareholders with access for inspection, promoting transparency Public Filings and Disclosure Comprehending who holds shares in a corporation is not just about maintaining a stock ledger; it moreover involves public filings and disclosures that provide essential information to investors and regulators. Public corporations must file annual reports, like Form 10-K, with the SEC, detailing shareholder ownership. Companies disclose beneficial owners, typically those holding over 5% of stock, in proxy statements filed before annual meetings. In addition, state laws may require corporations to include shareholder information in their articles of incorporation. Institutional investors likewise report holdings periodically, enhancing transparency. Filing Type Required By Key Information Form 10-K SEC Shareholder stakes Proxy Statements SEC Beneficial owners State Filings State Laws Voting rights Importance of Annual Reports and Proxy Statements Even though you might think of annual reports and proxy statements as just routine documents, they actually play a crucial role in grasping a corporation’s ownership structure and governance. Comprehending these documents can clarify who the shareholders are and how decisions are made. Key insights you can gather include: Financial performance: Annual reports provide an overview of the corporation’s financial health and outstanding shares. Voting information: Proxy statements reveal details about shareholder voting and significant shareholder identities. Directors and officers: Both documents list key individuals, helping you assess potential conflicts of interest. Shareholder equity: Annual reports detail the distribution of shares, shedding light on ownership structures. Identifying Significant Shareholders Comprehending who the significant shareholders are can provide valuable insights into a corporation’s influence and decision-making processes. Typically, significant shareholders own more than 5% of a corporation’s outstanding shares, granting them substantial sway in corporate governance and decisions. To identify these shareholders, check the annual proxy statement, which reveals top investors and their shareholdings. Regulatory filings, such as Form 13D or Form 13G with the SEC, require reporting from those holding significant stakes, ensuring transparency. Furthermore, shareholder registers maintained by the corporation list all registered shareholders and their respective holdings. Corporate bylaws may likewise define thresholds for determining significant shareholders, often influencing voting rights and privileges, which can further aid in recognizing key stakeholders. Frequently Asked Questions Are the Owners of a Corporation Called Shareholders? Yes, the owners of a corporation are certainly called shareholders. They hold shares, which represent their ownership interest in the company. Shareholders can be individuals or institutions, and they possess rights such as voting on key issues, including board elections. Depending on the number of shares owned, they may be classified as majority or minority shareholders, influencing their control over corporate decisions. Significantly, shareholders’ liability is limited to their investment in the corporation. How Do I Know Who Are the Shareholders of a Company? To know who the shareholders of a company are, you can start by checking the shareholder register or stock ledger, which lists all owners of shares. For publicly traded companies, look at their annual reports and proxy statements for major shareholders. If it’s a private corporation, review the articles of incorporation or bylaws. Financial databases and investment platforms can likewise provide valuable insights into both direct and beneficial owners of shares. Are the Names of Shareholders Public Information? Yes, in the United States, the names of shareholders in publicly traded companies are commonly public information. You can find this data in company filings with the Securities and Exchange Commission, such as Form 10-K and proxy statements. Nevertheless, private companies don’t have to disclose their shareholder information publicly, making it harder to identify their owners. Some states do maintain shareholder registers, but access may be limited based on specific regulations. Can You Look up Who Owns Shares in a Company? Yes, you can look up who owns shares in a company. For publicly traded companies, check the shareholder register, which lists all shareholders and their ownership percentages. You can furthermore explore SEC filings via platforms like EDGAR. Financial data providers, such as Bloomberg or Yahoo Finance, offer detailed ownership breakdowns. For private companies, review incorporation documents or shareholder agreements, but access may be limited compared to public records. Conclusion In summary, identifying shareholders of a corporation involves examining various resources, such as stock ledgers and public filings like annual reports and proxy statements. These documents not only reveal ownership structures but likewise clarify shareholder rights and corporate governance. By comprehending these elements, you can gain a clearer picture of who holds significant stakes in a company and how that influences decision-making. This knowledge is crucial for anyone looking to navigate the intricacies of corporate ownership. Image via Google Gemini This article, "How to Identify the Owners Called Shareholders of a Corporation" was first published on Small Business Trends View the full article

Treat hosting as strategic SEO infrastructure, not a cost line, because no optimization can outrun a slow or unstable server. The post Why Web Hosting Is A Critical Factor To Maximize SEO Results appeared first on Search Engine Journal. View the full article

Ninite has long been a godsend for anyone setting up a new computer. With it, you can install a number of applications in just a couple of clicks, as opposed to downloading a bunch of individual installers. Ninite is well known for simplicity, too. There's no package manager to learn or commands to type; just visit the website and pick the apps you want to install, then download and run the installer. Installations all run in the background, with no prompts. It's magical, and I've long wondered why Microsoft hasn't built anything similar—something powerful, yet easy to use. Well, it seems like someone at the company finally got around to it. A new Microsoft site called App Pack is exactly this. It allows you to visit a page on the Microsoft Store website, check from a selection of applications, and then install those applications by downloading and running a single installer. That's exactly how Ninite works, though there are a few differences between these two options. Credit: Justin Pot The main difference is that Microsoft's App Pack uses the Microsoft Store to install the applications, and the installer you download instructs the store to make the downloads. This means updates will also be handled by the store, which is a real benefit, but it also means the supported applications are limited to those offered in the store. That's part of why Ninite offers a lot more software. App Pack offers 32 applications in four categories; Ninite offers over 90 distinct applications in all sorts of categories. But there's also the Microsoft of it all. You cannot use App Pack to install Chrome, which isn't in the Microsoft Store. But you also can't use it to install Firefox, which is. Given that one of the first things many Windows users do is replace Edge, that's a real shortcoming; given that Microsoft seems to really want Windows users not to replace Edge, it's not surprising. Meanwhile, Ninite lets you install Chrome and Firefox, as well as other browsers like Opera, Brave, and, ironically, Edge. But it's not as though App Pack only offers Microsoft software. Zoom is offered, as are several apps from Apple (iCloud, Music, and TV). There are desktop apps for all the big social media networks (TikTok, Facebook, Instagram, Discord, and LinkedIn). And there are a few customization tools, including TranslucentTB for customizing the taskbar and F.lux for adjusting the color temperature of your display. There are also multiple apps for working in media, including Photoshop, Audacity, and OBS Studio. It's just that Ninite offers more, including power user staples like VLC, WinDirStat, 7-Zip, and Handbrake. If you don't need these additional apps, however, App Pack is a diverse set of tools, and I could imagine the one-click install saving a lot of time for many Windows users. You can find it here or by clicking the "Multi-app install" button in the top-right corner of the web version of the Microsoft Store. 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. This Lenovo ThinkCentre M90q Mini PC (2021) is on sale for $455.99 on StackSocial right now, offering business-grade performance in a compact form factor small enough to hide behind a monitor. Inside its 7-inch frame sits a 10th Gen Intel Core i5 processor with six cores, 16GB of DDR4 RAM, and a 512GB NVMe SSD. That’s enough muscle for multitasking, large spreadsheets, or running several browser tabs at once without slowdown. It’s not built for heavy graphics work or gaming, but for office productivity or remote setups, it’s more than capable of keeping up. And with Windows 11 Pro preinstalled, it’s ready for modern workflows right out of the box. Where this PC really stands out is in its flexibility. You can mount it behind a screen, tuck it under a desk, or leave it visible as a minimal addition to your setup. The design is simple—matte black, compact, and focused entirely on function. It supports up to three monitors via HDMI and DisplayPort, making it a good fit for anyone managing multiple windows or dashboards. The front-facing USB-C port is convenient for fast charging and quick file transfers, while Wi-Fi 6 and Bluetooth 5.1 ensure a seamless connection without the need for a tangle of cables. It also includes thoughtful business features, such as Smart Power On and expansion slots for upgrades, which are useful if you want to add storage later. The M90q Mini also features TPM 2.0 encryption, BIOS-level protection, password controls, and a chassis intrusion switch that alerts you if someone attempts to open the case. It’s also built to military-grade durability standards (MIL-STD-810H), ensuring it can withstand years of use without issue. There’s no included warranty, which might give some buyers pause, but for those looking for a compact, strong performer for work or as a small home office machine, this sale is a great option. Our Best Editor-Vetted Tech Deals Right Now Apple AirPods 4 Wireless Earbuds — $84.99 (List Price $129.00) Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $324.99 (List Price $349.00) Shark AV2501AE AI XL Hepa- Safe Self-Emptying Base Robot Vacuum — $297.99 (List Price $649.99) Apple Watch Series 10 — $309.99 (List Price $429.00) Google Pixel 9 128GB Unlocked 6.9" OLED Smartphone (Obsidian) — $544.98 (List Price $799.00) Amazon Fire HD 10 (2023) — $69.99 (List Price $139.99) Sony WH-1000XM5 — $328.00 (List Price $399.99) Blink Outdoor 4 1080p Wireless Security Camera (5-Pack) — $159.99 (List Price $399.99) Ring Floodlight Cam Wired Plus 1080p Security Camera (White) — $99.99 (List Price $179.99) Deals are selected by our commerce team View the full article

Government seeks to bear down on long wait times to qualify in EnglandView the full article

Google Search supports sitewide shipping policy markup, letting you surface delivery costs and transit times in results without relying on Merchant Center. The post Google Launches Structured Data For Merchant Shipping Policies appeared first on Search Engine Journal. View the full article

While Rocket increased 15 points, it slipped to 11th overall as other mortgage lenders had higher customer service score growth, J.D, Power said. View the full article

Brand visibility is replacing rankings as the most important metric in SEO. AI search engines now answer questions directly – often without a single click to a website. If your brand isn’t mentioned in those AI answers, you’re invisible where it matters most. This isn’t about being No. 1 in blue links anymore. It’s about being the brand ChatGPT recommends, the company Perplexity cites, and the solution featured in Google’s AI Overview. So how do you measure and track that presence? Here’s a simple three-step framework to help – starting with your brand visibility score. (Copy this free spreadsheet to benchmark your current visibility.) Why brand visibility is the north star for AI search Brand visibility in AI search is an early signal of influence. It shows whether buyers are seeing, citing, and considering you before they ever reach your website. The more often your brand appears, the more it’s trusted – and that trust is what turns visibility into real pipeline. The brand visibility score is a simple calculation that shows your presence across AI-generated answers: Brand visibility score = (Answers mentioning your brand ÷ Total answers for your space) × 100 For example, if you test 100 high-intent prompts like “best CRM software” across ChatGPT, Perplexity, and AI Overviews – and your brand appears in 22 of those AI responses – your Brand Visibility Score would be 22%. A higher score means greater exposure during high-intent, AI-driven decision moments. This calculation also tracks other key indicators of visibility: Citation rate: The percentage of AI answers that cite your brand. Share of voice: Answers mentioning your brand divided by answers mentioning your brand or competitors. Sentiment: The context of those mentions – whether positive, neutral, or negative. The 3-step framework to measure your brand visibility in AI search To improve your brand visibility score, evolve how you measure organic search growth. You can track it manually, automate it with tools, or do both. First, I’ll walk through the manual approach using our free visibility tracker – then show how to automate it. Step 1: Monitor your visibility footprint Identify where AI answers appear for your key queries. Start by running high-intent searches your buyers use, such as: “Best project management tools.” “How to evaluate [your category].” “Top [product type].” Check whether an AI Overview appears in the results. Step 2: Benchmark your brand mentions Calculate your current visibility score and competitor benchmarks. The brand visibility score shows: How often your brand is cited. How much share of voice you own. The sentiment tied to those mentions. In other words, it’s how LLMs “vote” on your authority. To track citations: Audit across platforms: Note which AI search engines mention your brand – and which leave you out. Benchmark competitors: Compare share of voice across key topics to see who dominates and who’s missing. Measure sentiment: Not all mentions are positive. Track whether your citations are favorable, neutral, or negative. Focus on your top 50 intent-driven queries. Track total answers, your citations, competitor citations, and sentiment scores weekly. These are your new KPIs. Step 3: Track changes over time Visibility isn’t static. It shifts as LLMs update, competitors refresh content, and search structures evolve. To prove impact, you need to monitor these shifts consistently and connect them to business outcomes. Here are some trends we’re seeing: Pages updated within the past 12 months are twice as likely to retain citations. 60% of commercial queries cite refreshed content updated within the last six months. Structured pages amplify this effect. URLs cited in ChatGPT averaged 17 times more list sections than uncited ones, and schema boosts citation odds by 13%. Action steps: Track brand mentions weekly or monthly across ChatGPT, Gemini, Perplexity, and Google AI Overviews. Audit which pages gain or lose citations as freshness and structure change. Refresh content. Add new data points, rework headings, create lists, FAQs, and expert POVs to strengthen structure and authority. After updates, compare the competitor’s share of voice over the same period. Tie lifts in citations to sourced pipeline or influenced deals. Each trend offers tangible proof you can bring to the C-suite – showing how your brand is shaping buyer decisions at the exact moment of intent. Get the newsletter search marketers rely on. See terms. Measuring the impact of brand visibility Tracking brand visibility connects marketing performance to real business outcomes. Shape buyer perception early: Citations in AI answers show your brand is part of the conversation before prospects ever reach your site. Show executives the pipeline link: Visibility metrics reveal where your brand is gaining or losing ground in key decision moments – especially across mid- and bottom-funnel searches. By tracking visibility, you can see how it translates into conversions and revenue. To measure it: Monitor AI citations regularly across ChatGPT, Gemini, Perplexity, and AI Overviews. Compare against competitors to benchmark share of voice and sentiment shifts. Map visibility trends to sales metrics such as demo requests, sourced opportunities, or closed-won deals. When you treat visibility as a KPI, you can prove that content is building influence that drives pipeline. Tools to automate and increase your brand visibility in AI search Before using tools, get in the weeds and test prompts across different AI systems. Just as the best SEOs live on the SERP, the best AI SEOs live in AI chats. It’s the only way to catch the shifts as LLMs evolve. Once you have a solid grasp of the fundamentals, use tools like Semrush’s AI SEO Toolkit and AirOps to benchmark and track your visibility automatically. (Disclosure: I am the content and SEO lead at AirOps.) Semrush offers the largest prompt database in the U.S., helping you identify which features drive visibility compared with your competitors. AirOps takes it a step further – turning insight into action by automating campaigns for content refreshes, new content creation, outreach, and community engagement. This level of campaign-level granularity makes it much easier to know what steps to take to improve. So, you’ve got the fundamentals of brand visibility and tools to help you scale. View the full article

Jonathan Haidt, author of ‘The Anxious Generation,’ breaks down the psychology behind Gen Z’s social media addiction and what digital dependance actually does to a young person’s brain. View the full article

It shouldn’t be much of a surprise that an AI-powered tool called “Oz” is heading out of, or near, the Emerald City. On November 12, Microsoft and Land O’Lakes announced that the two companies have co-developed an AI-powered agricultural science tool called “Oz,” designed to help farmers and agricultural operations. Specifically, farmers are facing some very serious problems: labor shortages and lower yields associated with changing climates. Further, costs for fuel, fertilizer, equipment, and tools, not to mention international trade issues, have put agricultural operations in an even tighter vise. Oz was built to help agronomists and farmers do more with what they have, tapping into Land O’Lakes’s vast reams of agricultural data and insights, previously available only in a bound, 800-page book. Oz itself is an AI application that is accessed and used on a mobile device, tapping into Land O’Lakes’s intellectual property to offer guidance and information on the fly. “We’re putting 20 years of data into [farmers’] hands,” says Leah Anderson, who serves as SVP of Land O’Lakes and president of its crop inputs and insights business, WinField United. “Oz is designed to be put into the hands of an agronomist,” or an agricultural scientist, she says, who can then offer the farmer on the ground insight and guidance about what to plant, where to plant it, and when—along with myriad other things, such as weather insights, pest and pesticide information, and more. “What we’re doing with AI . . . is using the structured, high-quality, standardized data from over the past 20 years and feeding it into Oz. That cuts out the noise,” Anderson says, noting that it also helps farmers trust that “the data source was correct.” In other words, using Oz as an AI assistant or tool to ask questions about a given farming operation should be more trustworthy and less prone to hallucination than a broader AI tool, such as ChatGPT, which is trained on the entire internet. Oz, instead, generates insights from only one source, which is known and trusted by farmers. Oz is currently in beta testing and is in the hands of numerous retailers across the country, with plans for further expansion this year. It’s also been in the works for a while—the product of a now five-year-long partnership between Land O’Lakes and Microsoft. Lorraine Bardeen, corporate vice president of AI transformation at Microsoft, says she has worked at the tech giant for more than two decades in numerous departments, from finance to the Xbox team. But she decided to work on the project with Land O’Lakes because it was a chance to get AI tech into the field—literally. “The first major waves of our partnership were about digitally transforming American agriculture, bringing a lot of workloads and capabilities to the cloud,” she says. “Over the last five years, Land O’Lakes has really established itself as an innovator in American agriculture.” Farming on the brink The timing is critical, too, because the agriculture industry is in crisis. A June 2025 study published in Nature finds that even if farmers adapt to a changing climate, staple crops will be 24% lower by the end of the century than they are today. This year, farmers are facing an estimated $44 billion in crop losses due to rising costs, low crop prices, and international trade issues. Farmers are also struggling to find workers, a problem exacerbated by the The President administration’s immigration raids. Unchecked, these issues could compound, leading to less food production, higher prices, and even shortages. While a tech tool can’t help on the trade war front, it may be useful when deciding how much or little to water certain crops, when weather patterns are expected, what types of fertilizer may be the most effective given specific soil compositions, and more. In all, it could help replace lost manpower and make better decisions with materials on hand in order to reduce waste and costs. Again, all the suggestions and insights that Oz generates draw on data that Land O’Lakes has compiled over many years. “Land O’Lakes has created this really rich set of intellectual property,” Bardeen says. “But it’s historically been brought to bear in an 800-page tome. It brings incredible value, information, and insights to farmers. Oz shifts everything from a literal, static book to a dynamic, AI-powered coach.” Anderson adds that farmers have more to look forward to from the Land O’Lakes-Microsoft partnership. “American farmers are under incredible pressure—we see the stress on their faces,” she says. For those farmers, “it’s about reducing uncertainty, and nobody knows more about that than we do. What we’re doing with Oz is really the tip of the iceberg as to what we’re going to be able to do with AI.” View the full article

Growing up, WNBA star Paige Bueckers says she was “huge” on sports memorabilia. She collected items across a range of sports from her favorite players, including their posters, autographs, and jerseys. Today, she’s having a full circle moment: Bueckers just announced an exclusive, multi-year deal with Fanatics, which will make the sports apparel juggernaut the sole provider of her memorabilia and collectibles. The Paige Bueckers Fanatics collection pulls from both her collegiate career with the UConn Huskies (which she led to four Big East Tournament wins, four Final Four appearances, and a National Championship title) and her current professional career as a guard on the Dallas Wings, and includes autographed and inscribed basketballs, jerseys, photos, shoes, and select game-used equipment. The collection is currently live across Fanatics’ network of sites, including Fanatics.com and WNBAStore.com. Bueckers, who graduated from the University of Connecticut in 2024, was one of the first college athletes to benefit from the Supreme Court’s 2021 ruling allowing amateurs to profit off of their own name, image, and likeness (NIL) rights. She became a trailblazer in using strategic NIL deals to expertly market her own brand, racking up an estimated $1.5 million net worth by her final 2024–2025 NCAA season. Now, with this Fanatics partnership, she’s bringing that honed business savvy into her pro career—and using her own visibility to uplift her fellow athletes. Paige Bueckers Inside the new Paige Bueckers Fanatics collection Prior to this deal, Bueckers’s likeness was already a sales hit for Fanatics. After being selected first overall in the 2025 WNBA draft by the Wings, Bueckers became this year’s Rookie of the Year and an All-Star player. According to a Fanatics press release, “Her jersey and other merchandise was an immediate hit and flew off the shelves all season long, with sales on draft night becoming the second best by a WNBA player in league history.” For Fanatics, this partnership is part of a larger plan to become “the Amazon of sports,” as Fast Company put it in a 2023 feature. The brand is currently the single biggest manufacturer and distributor of sports fan apparel in the U.S., sitting at a valuation of an estimated $31 billion as of 2022. Still, it’s set its sights on growing even further by expanding into—and eventually dominating—the collectibles market. Bueckers says Fanatics’s “incredible reach” will also help her connect with as many young fans as possible, echoing her own early memories of collecting memorabilia of her favorite athletes. Beyond that, the Fanatics deal is a recent example of how Bueckers leverages brand partnerships to give back to young athletes. Dominating on the court and in the brand world Bueckers is no stranger to brand deals. In fact, she’s something of a leader in a new era of financial empowerment for emerging athletes. In 2021, Bueckers became the first college athlete to sign with Gatorade mere months after the implementation of NIL. During the remainder of her college career, she penned deals with major names including Bose, Intuit, Verizon, Madison Reed, Google Chrome, and Epic Games. Just before her pro debut, she joined DoorDash as its first-ever athlete creative director. And, this June, she partnered with Nike and Levi’s on a sporty, denim-centric apparel collection. In short, Bueckers has expertly curated a portfolio of some of the most recognizable brand partners in the sports world, despite entering college with what she’s described as very limited experience managing her own finances. Still, she says, the most important lesson that she learned after being cast into the deep end of sports sponsorships during college was to only work with brands that align with her values. “Having a team that understands that and negotiates that in every single one of my deals was really important,” Bueckers says. “Continuing to give back was the most important thing of all, because you can easily make NIL about yourself only.” Dealmaking for a more inclusive sport Bueckers has historically been outspoken on a number of issues impacting women’s sports, and basketball in particular—especially as the WNBA has recently hit record viewership and attendance benchmarks, drawing new attention to the league. In a June interview with Time magazine, she highlighted racial discrepancies in player brand deals, citing the need to uplift her Black teammates: “I do think there’s more opportunities for me,” she said. “I feel like even just marketability, people tend to favor white people, white males, white women.” Recently, she demonstrated her support for the WNBA’s players union, which is currently negotiating with WNBA leadership to secure better compensation for players. At a July All-Star game, Bueckers joined her fellow players in donning a black T-shirt that read “Pay Us What You Owe Us” during warm-ups. She’s also invested in and recently joined Unrivaled, a three-on-three women’s basketball league that plays in the winter and features WNBA stars. The league was cofounded by Napheesa Collier, vice president of the players union, and offers competitive salaries to players. Off the court, Bueckers runs an eponymous foundation dedicated to promoting social justice in youth sports and providing support to low-income children and families. When selecting brand partners, she says her college career taught her to prioritize companies that will contribute to her foundation and others, as well as include her teammates. If those goals aren’t shared, it probably won’t be a good fit. “I want my deals to be very inclusive and not just a one-off,” Bueckers says. The Fanatics deal is a demonstration of those values in action. According to the press release, Fanatics will make a “significant annual donation to the Paige Bueckers foundation” as part of the partnership. Fanatics declined to share specifics on the terms of the deal or its annual donation with Fast Company. “I think there are great, creative ways that I can connect with the people that support me and provide people with a special collection of memorabilia,” Bueckers says. “Along with that, the values are aligned with them supporting my foundation and donating so I can continue to use basketball and my platform for good.” View the full article

A few years ago, when I was working at a traditional law firm, the partners gathered with us with barely any excitement. “Rejoice,” they announced, unveiling our new AI assistant that would make legal work faster, easier, and better. An expert was brought in to train us on dashboards and automation. Within months, her enthusiasm had curdled into frustration as lawyers either ignored the expensive tool or, worse, followed its recommendations blindly. That’s when I realized: we weren’t learning to use AI. AI was learning to use us. Many traditional law firms have rushed to adopt AI decision support tools for client selection, case assessment, and strategy development. The pitch is irresistible: AI reduces costs, saves time, and promises better decisions through pure logic, untainted by human bias or emotion. These systems appear precise: When AI was used in cases, evidence gets rated “strong,” “medium,” or “weak.” Case outcomes receive probability scores. Legal strategies are color-coded by risk level. But this crisp certainty masks a messy reality: most of these AI assessments rely on simple scoring rules that check whether information matches predefined characteristics. It’s sophisticated pattern-matching, not wisdom, and it falls apart spectacularly with borderline cases that don’t fit the template. And here’s the kicker: AI systems often replicate the very biases they’re supposed to eliminate. Research is finding that algorithmic recommendations in legal tech can reflect and even amplify human prejudices baked into training data. Your “objective” AI tool might carry the same blind spots as a biased partner, it’s just faster and more confident about it. And yet: None of this means abandoning AI tools. It means building and demanding better ones. The Default Trap “So what?” you might think. “AI tools are just that, tools. Can’t we use their speed and efficiency while critically reviewing their suggestions?” In theory, yes. In practice, we’re terrible at it. Behavioral economists have documented a phenomenon called status quo bias: our powerful preference for defaults. When an AI system presents a recommendation, that recommendation becomes the path of least resistance. Questioning it requires time, cognitive effort, and the social awkwardness of overriding what feels like expert consensus. I watched this happen repeatedly at the firm. An associate would run case details through the AI, which would spit out a legal strategy. Rather than treating it as one input among many, it became the starting point that shaped every subsequent discussion. The AI’s guess became our default, and defaults are sticky. This wouldn’t matter if we at least recognized what was happening. But something more insidious occurs: our ability to think independently atrophies. Writer Nicholas Carr has long warned about the cognitive costs of outsourcing thinking to machines, and mounting evidence supports his concerns. Each time we defer to AI without questioning it, we get a little worse at making those judgments ourselves. I’ve watched junior associates lose the ability to evaluate cases on their own. They’ve become skilled at operating the AI interface but struggle when asked to analyze a legal problem from scratch. The tool was supposed to make them more efficient; instead, it’s made them dependent. Speed Without Wisdom The real danger isn’t that AI makes mistakes. It’s that AI makes mistakes quickly, confidently, and at scale. An attorney accepts a case evaluation without noticing the system misunderstood a crucial precedent. A partner relies on AI-generated strategy recommendations that miss a creative legal argument a human would have spotted. A firm uses AI for client intake and systematically screens out cases that don’t match historical patterns, even when those cases have merit. Each decision feels rational in the moment, backed by technology and data. But poor inputs and flawed models produce poor outputs, just faster than before. The Better Path Forward The problems I witnessed stemmed from how these legacy systems were designed: as replacement tools rather than enhancement tools. They positioned AI as the decision-maker with humans merely reviewing outputs, rather than keeping human judgment at the center. Better AI legal tools exist, and they take a fundamentally different approach. They’re built with judgment-first design, treating lawyers as the primary decision-makers and AI as a support system that enhances rather than replaces expertise. These systems make their reasoning transparent, showing how they arrived at recommendations rather than presenting black-box outputs. They include regular capability assessments to ensure lawyers maintain independent analytical skills even while using AI assistance. And they’re designed to flag edge cases and uncertainties rather than presenting false confidence. The difference is philosophical: are you building tools that make lawyers faster at being lawyers, or tools that try to replace lawyering itself? I see this different approach playing out in immigration services, where the stakes of poor decisions are particularly high. Consider a case where an applicant’s employment history doesn’t neatly match historical approval patterns, perhaps they’ve had gaps, career shifts, or worked in emerging fields. A traditional AI tool would flag this as “non-standard,” lowering approval probability and becoming the default recommendation. A judgment-first system does something entirely different: it surfaces the exact factors that make the case atypical, explains why precedent might or might not apply, and explicitly asks the immigration officer, “What do you see here that the algorithm misses?” The officer remains the decision-maker, armed with both AI efficiency and the cognitive space to apply nuanced expertise. The tool didn’t replace judgment; it enhanced it. That’s the difference between AI that makes professionals dependent and AI that makes them sharper. Taking Back Control None of this means abandoning AI tools. It means using them deliberately: Treat AI recommendations as drafts, not answers. Before accepting any AI suggestion, ask: “What would I recommend if the system weren’t here?” If you can’t answer, you’re not ready to evaluate the AI’s output. Build in friction. Create a rule that important decisions require at least one alternative to the AI’s recommendation. Force yourself to articulate why the AI is right, rather than assuming it is. Test regularly. Periodically work through problems without AI assistance to maintain your independent judgment. Think of it like a pilot practicing manual landings despite having autopilot. Demand transparency. Push vendors to explain how their systems reach conclusions. If they can’t or won’t, that’s a red flag. You’re entitled to understand what’s shaping your decisions. Stay skeptical of certainty. When AI outputs seem suspiciously confident or precise, dig deeper. Real-world problems are messy; if the answer looks too clean, something’s probably being oversimplified. The legal professionals who thrive with AI aren’t those who defer to it blindly or reject it entirely. They’re the ones who leverage its efficiencies while maintaining sharp human judgment, and who insist on tools designed to enhance their capabilities rather than circumvent them. Left unchecked, poorly designed AI assistants will train you to make terrible decisions. But that outcome isn’t inevitable. The future belongs to legal professionals who demand tools that genuinely enhance their expertise rather than erode it. After all, speed and convenience lose much of their appeal if they compromise the quality of justice itself. View the full article

There are many ways to set a schedule, from using a pen and paper planner to getting out some dry erase markers and scribbling on your clock. They range from tedious to totally archaic, but there's a technique for everyone. One method I have come to enjoy aims to work by giving you more insight into how you spend your time—and helping you manage your day down to the minute. It’s called time blocking. What is time blocking?Time blocking is the act of arranging your schedule so every activity you need to do in a day is accounted for visually. Ideally, you’ll do this using a digital calendar tool like Google Calendar or iCal, but it's possible with a planner and some highlighters. Even if you’re writing it all down by hand on a piece of paper, consider the way a Google Calendar looks before you start. Each day is represented by a column split up into 15-minute increments, from midnight until 11:59 p.m. When you add a meeting or appointment into the calendar, a box appears and fills up the space representing how much time the event will take out of your day. With time blocking, your goal is to fill the entire column with boxes, leaving no blank space. Even your rest periods should be marked as such (and yes, you need rest periods to be your most productive, so don't skip those). No activity—from having breakfast to running errands to calling your mom—is too small to add to the list. Then, you get to classify everything with a pretty color (when it comes to time management, you have to find your own fun). How to create a time blocking scheduleStart by making a list of everything you’re going to do tomorrow. For instance, you might wake up, check the news, shower, make coffee, commute to work, grab breakfast, answer emails, attend a meeting, get lunch with an old friend, work on a project, commute home, take the kids to a baseball game, pick up dinner, eat that dinner, watch your favorite show, get ready for bed, lie awake thinking about climate change, and actually sleep. Get granular here. At first blush, you might think your to-do list on a given day is just something like "hit deadlines at work" and "make a doctor's appointment," but think of everything else in there, like packing your lunch, driving to the locations, stopping for gas, etc. Once you’ve written out the exhaustive list of your day’s tasks, mark down how long each might (or should) take. This part will take practice because we tend to give ourselves too much time for tasks—and that's bad for multiple reasons. First, you need a bit of urgency and stress (but not too much) to make you productive, so you need a limited amount of time. Second, the longer you give yourself to work, the more you'll drag out that work—and the less you'll get done. Give yourself a few weeks to get in the swing of cutting down the amount of time you estimate each task will take, but commit yourself to eventually shrinking those windows. Then, grab the paper (or open the software) you’re using to time block and enter every single event and responsibility in, according to the time you’ve allotted for it. If you want to see how you are splitting up your day, choose different colors to classify tasks, like blue for grooming/bathing, yellow for work, and green for meals. Be strategic about which tasks make the cut on a given day, though. Use a prioritization technique like the Eisenhower Matrix to determine which of your tasks are actually pressing and which can be bumped to another day. Then, use a to-do list organizing method like 1-2-3 to divvy up your daily time correctly. Remember, your time in a day is finite, so you can't do everything all at once. With 1-2-3, you select one major task, two medium-sized ones, and three smaller ones to do in a day. The smaller ones can be building blocks for the big one or can be simple maintenance activities like answering emails or picking up the dry cleaning. The trick after that is to treat each box the same way you’d treat a meeting: Don’t reschedule it. Don’t mess with it too much. Honor the time commitment it represents, commit to doing the task at the specified time, and do your best to get it done in the time you set aside to do it. This is called time boxing, a similar but slightly different concept that involves giving yourself a set amount of time to do something, only focusing on that task during that time, and stopping your work when the time is up. I've written more extensively on the similarities and differences between time boxing and time blocking, but all you need to know right now is that during the time you set aside to do something on your calendar, you should engage completely in deep work, avoid distractions, and turn all your energy toward the responsibility at hand. As with any pre-planned meeting or event, things will come up that disrupt the schedule, but in the absence of a major upheaval (the kind of thing you’d move a work meeting for), vow to stick with your time blocks. It's smart here to also implement some kind of time tracking, whether that involves writing down how long your tasks actually take you or using a software to monitor your work, so you can make adjustments to your time blocks as you get better at following the system. During the first week or two, you'll likely be guessing at how long each task will take you when you're building the schedule, but after a while, you should be able to identify if something takes a longer or shorter amount of time than you've been allotting, then adjust the schedule to match those needs going forward. The reason time blocking worksTime blocking is beloved by its adherents. As the Harvard Business Review points out, a regular to-do list gives you way too many choices and not enough structure. Adding in the time element helps you stay on task. Making a visual, color-coded representation of that time keeps you focused and helps you ensure you always know exactly what you're supposed to be doing. There is no more indecision paralysis. You look at your Google Calendar and simply know what to do and how long you have to do it. Plus, if you use a shared calendar with colleagues or your family, everyone else will also know when you're available and what you're doing. It also helps you meet deadlines and stay within your guidelines. If you know a certain project or task will take a combined 50 hours, time blocking helps you space those out and make room for them in your schedule, enabling you to get things done on a set timetable without having to guess whether you really have time for it. If you finish something ahead of schedule, great! Go ahead and add in a little block of time off. A final note on time blockingTime blocking is often confused with time boxing and a lot of productivity blogs and hacks will say "time boxing" when they mean time blocking. That Harvard Business Review article above does it, for instance. It's an easy mistake to make and, in fact, in a previous version of this post, I called time blocking time boxing. As long as you're sticking to the plan and making a detailed calendar, it doesn't matter what you're calling it, but this could cause some confusion while you read up on other guides, so just be warned. A complete rundown of the differences between the two can be found here. View the full article

Google now lets merchants add their shipping and return policies to Google Search without having a Google Merchant Center account. You can do this within Google Search Console and/or by using new structured data. Google wrote: “We’re excited to announce that we’re now expanding the options for merchants to provide shipping and returns information, even if they don’t have a Merchant Center account. Merchants can now tell Google about their shipping and returns policies in two distinct ways: by configuring them directly in Search Console or by using new organization-level structured data.” Search Console. If Google determines that your site makes sense to add shipping and return policies, i.e. your site sells product, then Google will show you a new screen to add this. Google had this screen, but previously, you had to have it hooked up to a Merchant Center account to show this screen. Google wrote, “It’s important to note that settings configured in Search Console will take precedence over structured data on your site.” The “Shipping and returns” configuration will be rolling out gradually over the coming weeks for all countries and languages within Search Console. Here is what it looks like: Structured data. Google also added new structured data for you to communicate these detail to Google Search. This new markup is called organization-level shipping policy structured data. Check out that link for the technical details on how to implement this structured data. Google wrote: “This new markup support complements last year’s launch of organization-level return policies. Instead of adding shipping markup to every single product, you can now specify a general, site-wide shipping policy. This is ideal when your shipping policies apply to the majority of your products, as it reduces the amount of markup you need to manage. Shipping policies specified for individual products will still take priority over this general, organization-level policy for those specific items. We recommend placing shipping structured data (nested under Organization) on the page where you describe your shipping policy. You can then test your markup using the Rich Results Test by submitting the URL of the page with shipping markup or pasting the code snippet with shipping markup. Using the tool, you can confirm whether or not your markup is valid. For example, here is a test for shipping policy markup.” Here is sample markup: Why we care. If you run an e-commerce site or a site that has shipping and return policies, and you never set up Google Merchant Center, well now you can communicate these policies to Google Search without a Merchant Center account. You still probably should use Merchant Center but here is a short cut for this specific task. View the full article

Glassdoor Economic Research has released its Worklife Trends report for 2026. A key theme highlighted throughout is the growing disconnect between workers and their leaders. A notable contributing factor is that smaller, regular layoffs—which the report dubs as “forever layoffs”—are becoming more common than less frequent mass layoffs. Rolling layoffs are among several reasons why many employees feel anxious and less secure in the workplace. Let’s review the report findings. ‘Forever layoffs’ are becoming the norm Layoffs are back to pre-pandemic levels. And smaller, more frequent job cuts are now common. Glassdoor refers to these mini, rolling layoffs as “forever layoffs.” Glassdoor reviewed Bureau of Labor Statistics Job Openings and Labor Turnover Survey (JOLTS) data from 2015 to August 2025. After a layoff spike in spring 2020 and historically low layoff levels in 2021 and 2022, the number of full-time workers laid off each month has crept back up to pre-pandemic levels: The average number of workers that were laid off or discharged each month from 2015 to 2019 was around 1.8 million. Meanwhile, around 1.7 million workers were laid off or discharged in August 2025. Glassdoor also examined Worker Adjustment and Retraining Notification (WARN) Act layoff notifications (excluding notices for company closings) for further insight. The WARN Act is a federal law that requires most employers with 100 or more workers to provide advance notice before a plant closing or mass layoff. Layoffs affecting fewer than 50 people accounted for 38% of WARN notices in 2015. 51% of layoffs affected fewer than 50 people in 2025. It’s worth noting, however, that the WARN Act doesn’t require filings for layoffs of fewer than 50 workers. Filings may not give a complete picture of the number of smaller layoffs. Glassdoor reviews give insight into how workers feel Company layoffs impact employee morale and job satisfaction. Many workers are feeling less secure in their jobs. “Rolling layoffs may give companies a way to reduce headcount without making headlines, but they create cultures of anxiety, insecurity, and resentment at companies,” the report says. Glassdoor examined 3.3 million Glassdoor reviews from current employees working remote and hybrid roles. The following related terms have surged in Glassdoor reviews in the last year: Misaligned (149%) Miscommunication (25%) Hypocrisy (18%) Distrust (26%) Industries with a noticeable decline in trust in leadership include management and consulting, media and telecommunication, and technology. Remote workers feel dissatisfied as confidence in leadership declines Overall ratings are falling for employees who use the words “remote” or “hybrid” when listing workplace pros. Here are some key findings: Remote employees are seeing fewer career opportunities. The average career opportunity ratings on Glassdoor have fallen from 4.1 in 2020 to 3.5 in 2025. Confidence in senior leadership is weakening. Ratings of senior leadership are now well below pandemic levels. For reviews that mention senior leadership or management, the share of reviews mentioning “disconnect” increased by 24% from 2024 to 2025. Many workers still give high ratings for work-life balance. Work-life balance ratings are still higher for workers who list hybrid or remote work as a pro, but ratings have declined since 2020. More workers are feeling more pressure to RTO Return-to-office (RTO) mandates have pushed workers back into the office. But that’s not the only reason more employees are likely to return to in-person work in 2026. Fewer opportunities for career growth also contribute to job dissatisfaction. Many employers are prioritizing in-person workers for promotions and career opportunities. Some remote and hybrid workers may feel pressure to trade in flexibility for more access to career advancement opportunities. Workers feeling the need to take whatever job offer comes their way, and AI adoption are other factors that contribute to the disconnect between employees and leaders. Average early-career earnings are rising Here’s one positive trend highlighted by the report: Early-career workers are on track to surpass pre-pandemic earnings levels in 2026. Real wage growth was down 4.1% for early-career workers from 2020 to 2022. But earnings started recovering in 2023 and are expected to surpass 2020 levels next year. View the full article

Something is going on with Marjorie Taylor Greene that’s making Americans furrow their brows and say, “What in the MAGA universe is going on?” The thing is, the Republican representative from Georgia, known as “MTG,” is a suddenly making more sense—even to her detractors. In recent months, the conservative The President devotee, from whom Americans have come to expect off-the-cuff and often crude commentary, has been undeniably good natured, coming across as astoundingly reasonable during a number of appearances on CNN, Tucker Carlson Tonight, and elsewhere. But if that weren’t enough to cast aside doubts about a major pivot with the congresswoman (who once harassed a school shooting survivor and chased a fellow member of Congress down a hallway), then a November 4 appearance on The View definitely did the trick. On the ABC daytime talk show, Greene was perhaps the most respectful version of herself that we’ve seen. She was calm, poised, and even kind, more upstanding politician than insulting-slinging firebrand. Cohost Sunny Hostin thanked MTG for showing up ready to converse, rather than fight. In response, Greene took the opportunity to do something we’ve rarely (if ever) heard her do before: say she didn’t want to fight. “No, I didn’t want to do that today, because I believe that people with powerful voices, like myself and like you, and especially women to women, we need to pave a new path,” Greene told the cohosts. “This country, our beautiful country, our red, white, and blue flag, is just being ripped to shreds. And I think it takes women to have maturity to sew it back together.” In a comment that felt like an early 2028 presidential campaign slogan, Greene added, “I’m with women, so I feel very comfortable saying this. I’m really tired of the pissing contest in Washington, D.C., between the men.” The View cohosts were clearly floored. In addition to her more focused and practical demeanor, MTG’s positions have seemed more centrist than ever, too. As of late, she has been critical of President The President on domestic policy, and on the government shutdown, calling it “an embarrassment.” Greene also criticized House Speaker Mike Johnson, who she said she had words with over his “complete and utter failure” in regard to the shutdown. Not to mention, Greene has been consistently fighting, alongside Democrats, for the release of the Jeffrey Epstein sex trafficking client list. She even had kind things to say about Nancy Pelosi, the former House speaker and a longtime foil to congressional Republicans, who recently announced her retirement from Congress. It’s all a bit mind-blowing. But perhaps one of Greene’s most compassionate and unexpected positions (especially given her previous Islamaphobic rhetoric) is her stance on Palestine. MTG has been an outspoken voice for the people of Palestine, especially children who are the victims of Israel’s ongoing siege, making her one of the only congressional Republicans to speak out against the slaughter. “It’s the most truthful and easiest thing to say that October 7 in Israel was horrific and all hostages must be returned, but so is the genocide, humanitarian crisis, and starvation happening in Gaza,” Greene wrote in a July 2025 social media post. Critical of party leadership and policies It’s been hard to miss MTG’s pivot, and The President certainly hasn’t. He told reporters Monday that the congresswoman is “now catering to the other side” and that he’s “surprised at her.” Still, Greene herself has seemed to dismiss the idea that she’s rebranding. In a July 16 post on social media, Greene wrote, “My blind loyalty and faith is ONLY in God and Jesus Christ my savior. That is what will guide my decisions, actions, and votes.” And last week, she told the ladies of The View that she is her own person—that she’s always criticized both sides of the aisle. “Here’s something you may not know about me. I think a lot of people on the left are learning that when I ran for Congress in 2020, I ran criticizing Republicans and democrats. Equally.” It’s hard to know what exactly is going on with MTG. Congresswoman Alexandria Ocasio-Cortez of New York (aka AOC) has speculated on social media that Greene is on a “revenge tour” against The President. Still, it seems like something bigger is at play, most logically, perhaps, a 2028 bid for the presidency. Fast Company reached out to Greene’s team but did not hear back by the time of publication. Organic or carefully curated? Experts say that it would not be unusual for politicians to change their positions or reign themselves in when gearing up for a campaign. Kevin Mercuri, who teaches public relations at Emerson College and is the CEO of Propheta Communications, says it’s “apparent” that MTG is working with professionals to “soften her persona in preparation for a presidential run.” It’s notable, Mercuri says, that she has been distancing herself from The President in an effort to show she’s a “more moderate Republican,” in addition to opposing other Republican stances. However, when it comes to MTG, Mercuri says the congresswoman has her work cut out for her. “The question is, can MTG’s past outrageous behavior be easily discarded? Her claims of ‘Jewish space lasers,’ QAnon beliefs, and painful reframing of 9/11 as a ‘false flag’ event will be hard for voters to forget.” (Greene has said that she regrets some of the things “she was allowed to believe,” including conspiracy theories.) Either way, we’ve seen political rebrands happen hundreds of times before. Candidates gearing up for big elections work to distance themselves from previous statements they’ve made or show that they’ve grown. Democratic Governor Gavin Newsom of California has seemingly been attempting a brand pivot of his own. Still, with MTG, given just how brazen she’s been in the past, the shift is anything but subtle. Even if she’s suddenly making sense, rather than screaming into the void about gay pride or trans people, it still feels more like whiplash. From that lens, Mercuri questions whether winning the presidency is even the true goal: “At this point, I see her future candidacy not as a true quest for the White House, but a tried-and-true method to boost her brand and cash in on the notoriety a presidential run can yield.” Still, it’s 2025 and, as far as politics go, stranger things have happened than MTG’s rebranding, or even her being the tiniest bit likable to her staunchest political opponents. View the full article

Google is testing showing normal search ads in an ad carousel at the top of the image search results on mobile. The ads take up a lot of the top real estate of the image results and can be scrolled from side to side.View the full article

Google is reportedly working on a "fix" for the AI spam that routinely shows up within users' Google Discover feed. Google issued a statement to the Press Gazette saying, "We're actively working on a fix" for the fake AI spam stories showing up in Google Discover.View the full article

YouTube’s Rene Ritchie says the recommendation system relies on audience behavior that only begins once a video is public. Waiting 24–48 hours offers no benefit. The post YouTube Debunks 24-48 Hour Upload Delay Recommendation appeared first on Search Engine Journal. View the full article

Google is now embedding its AI chat feature within the Google Ads advertiser console, specifically in some screens. The "Guide me" button that triggers an AI chat feature was spotted in the policy disapprovals screen.View the full article