It seems the market has spoken when it comes to phones with physical keyboards. BlackBerry exited the mobile hardware business almost a decade ago, and its licensing partners like TCL appear to have given up on the idea as well. For better or worse, the world now largely runs on people typing and swiping words onto glass surfaces.
That doesnt mean the loss doesnt sting for the diehards. For some, theres just no substitute for a physical keyboardand thats who Unihertz is hoping to serve with its new Titan 2.
Unihertz is a small company based in China that designs extremely niche smartphones. Sometimes theyll have tiny screens, like the Jelly line; sometimes theyll have a rugged build, like the original Titan; sometimes theyll have both, like the Atom. The Titan 2, which is available to order on Kickstarter now, is the companys fourth attempt at a phone with a physical keyboard.
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A new approach
The Titan 2 takes a different approach to Unihertzs previous keyboard-equipped phones, however. The design is much sleeker and feels like a better fit for the kind of professional whos likely to have lingering BlackBerry nostalgiathe original Titan looked more like something youd take onto an oil rig. This is still a fairly hefty phone, at 10.8 millimeters thick and 235 grams with a boxy metal build. But it feels reassuringly solid rather than excessively rugged. The synthetic leather on the back panel is a nice touch, too.
At $400, or $269 at current early-bird pricing, you cant expect particularly high-end specs. Theres a MediaTek Dimensity 7300 processor that does the job, and a dual-camera setup that mostly doesnt. The 12GB of RAM, 512GB of storage, and 5,050mAh battery with 33W charging are all pretty standard.
[Photo: Unihertz]
The screen is really the killer spec here, featuring an unusual 4.5-inch 1440-by-1440 LCD panel. That might not sound huge in an age where iPhones can push 7 inches, but because its squarelike the BlackBerry Passportits much wider than any conventional smartphone. This makes the Titan 2 great for browsing websites and viewing documents, though its less ideal for scrolling through social media. You can switch the screen to a vertical 4:3 window with a swipe gesture, which sacrifices some real estate on the sides but gives a more comfortable experience in apps like X and Instagram.
Theres also a secondary OLED screen on the phones back panel, which is largely a gimmickyou can use it with built-in tools like a clock, a compass, or a selfie viewfinder, or add other Android apps yourself to see how they run. If ever youve wanted to watch Netflix on a screen the size of an Apple Watch, now you can.
The keyboard
Below the main screen, of course, is the keyboard. I was never much of a BlackBerry addict myself, but I do think the Titan 2s keyboard feels great to use. The backlit keys are easy to distinguish from one another and give strong tactile feedback; the surface is also touch-sensitive so you can use it to scroll and swipe through apps. There is something of a learning curve to figuring out how to make the most of the keyboard and use the modifier buttons in combination with the letters, but its fairly self-explanatory and just takes an hour or two of practice.
[Photo: Unihertz]
One thing I will say about the Titan 2 keyboard is that even after getting used to it, Im nowhere near as fast as I am on a touchscreen. Former BlackBerry obsessives might take issue with this, but even as someone who never uses autocorrect, I still think Im a lot faster using swipe-to-type and word prediction on a touchscreen than I could ever be on a keyboard like this.
Tangible feedback
But that doesnt mean theres no value to a physical keyboard or no advantage over a touchscreen. I like using manual gearboxes in cars and physical dials on cameras, for example, even though faster automatic solutions exist for both. What they have in common with the Titan 2, or the BlackBerry before it, is the satisfyingly tangible feedback and the sense of intention when you use them. Youre in control.
When you press a key on the Titan 2 keyboard, you know whats going to happen. You can feel that you pressed it and see the letter pop up right away. Theres no prediction algorithm to mess up your spelling and much less chance to miss your key altogether. I know my typing nets out slower on this phone than it would on any regular smartphone, but I do spend much less time needing to correct my own copy. Typing on the Titan 2 is a deliberate, involved experience with much less frustration.
Not for everyone
This phone clearly isnt for everyone. The camera is pretty bad and the software is unpolished. I wouldnt recommend it to anyone who wasnt really sure that they wanted a physical keyboard, and even then it probably makes more sense as a secondary device.
But for those peoplethe people who held out longer than anyone else before giving up their BlackBerrythe Titan 2 might just end up as their favorite phone in the world today. Its clearly Unihertzs best take onthe concept yet, and no one else is really trying to compete.
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Casually mentioning canceling a doctors appointment or skipping something personal to take on more work has become the new humblebrag. Its rarely treated as a big deal, and often, its delivered with self-deprecating pride: Oh, Ill just cancel my doctors appointment to crank this out, or I was up until midnight finishing that deck. These arent just updates, but quiet auditions for Most Dedicated Employee.
Many of us hear those lines, or say them ourselves, and think, Wow, thats commitment. But what were really doing is reinforcing workplace culture that rewards exhaustion instead of impact. Too often, self-sacrifice is confused with value, and that mindset is burning people out.
The result is burnout factories dressed up as high-performance cultures.
And this isnt just anecdotal. According to Gallups 2023 State of the Global Workplace report, nearly 60% of employees report feeling emotionally detached at work, and nearly 1 in 5 say theyre miserable. Thats not high performance, its slow, silent collapse.
If you want to show up with focus, creativity, and resilience (at work and in life) it starts by putting down the invisible sword too many of us keep falling on. Heres what that looks like in practice:
1. Stop glorifying sacrifice
Weve been conditioned to admire the person who pushes through, the one who skips lunch, works late, or shows up sick. Weve equated overextension with excellence and decided that making ourselves perpetually available signals dedication and makes us irreplaceable. But this constant grind isnt sustainable, and not to be a bubble buster, but it also doesnt guarantee job security. It does, however, guarantee exhaustion.
In a culture of depletion dressed up as drive, the truth no one wants to say out loud is that just because someones willing to sacrifice everything for work doesnt mean they should be expected to, or applauded for it.
What You Can Do: Celebrate boundaries out loud. Tell your team when youre logging off, and why. Compliment coworkers who prioritize recovery. Make self-preservation visible, respected, and routine. Someone who takes one for the team isnt always the hero, and we need to stop making them out to be. Most importantly, we need to stop reinforcing bad behavior.
2. Redefine loyalty
Too many of us equate loyalty with self-abandonment. We mistake constantly being on for being dependable. But true loyalty isnt about erasing yourself but about showing up consistently and sustainably.
Loyalty to your job shouldnt come at the expense of loyalty to your body, your family, your health, or your own values. The people who build long, meaningful careers arent the ones sprinting from sacrifice to sacrifice. Theyre the ones who understand how to pace themselves and advocate for what they need.
What You Can Do: Before saying yes to adding more to your work plate, ask yourself: Does this align with my actual priorities and capacity? Because, it is possible to be deeply committed to your work without constantly proving your worth through overextension.
3. Question urgency culture
So many fire drills at work are just . . . smoke. Tasks labeled urgent are often driven by someone elses disorganization, perfectionism, or anxiety, not an actual need. When everything is urgent, nothing truly is. Urgency culture thrives in environments where people are afraid to slow down or challenge assumptions. But what if part of being a great teammate wasnt speed, it was discernment?
What You Can Do: Practice pausing to ask: Whats the real deadline here? Whats the consequence if it moves? Normalize not taking ASAP at face value. Sometimes urgency is warranted. Often, its just a default setting weve forgotten how to question.
4. Trade perfectionism for progress
As a recovering perfectionist, I can attest to the fact that perfectionism is sneaky. It masquerades as diligence and high standards but more often than not, its actually fear in a super sharp blazer. Fear of judgment, failure, or not being good enough.
In high-pressure work cultures, perfectionism isnt just tolerated, its celebrated. But if youre spending hours tweaking slide formatting or rewriting a perfectly clear email for the fourth time, maybe its time you ask yourself who youre really trying to protect. Perfection rarely drives impact, but it always drains energy.
What You Can Do: Pick one thing this week to do at 85%. Then walk away. The deck doesnt need one more alignment check. The email is fine as is. Let good enough be good, and reclaim that energy for something else.
5. Be the example, not the exception
Its easy to think change starts at the top. But culture isnt just set by leadership, its shaped by what we tolerate, model, and reinforce at every level. If youre tired of performative burnout, you cant just opt out silently. You have to opt-in to something different.
Culture shifts through visible choices. Through the senior leader who leaves loudly at 5 p.m. to the teammate who says, Im not available tonight, but I can jump in first thing tomorrow, all the way to the employee who takes a mental health day without apology.
What You Can Do: Audit your behavior. Are you constantly over-delivering? Do you reward fire drills and penalize slow, thoughtful work? Start showing people what sustainable excellence looks like. Bottom line: You dont need a policy change to be a culture shifter.
The workplace is changing in slow but meaningful ways. And, these changes dont just happen because HR rolls out a new initiative, but when enough people, at every level, stop performing exhaustion as proof of commitment.
So next time that reflex kicks in, the one that tells you to push through, to cancel something personal, to over-deliver just to be seen, pause. Ask yourself: Is this really necessary? You shouldnt have to earn your worth through burnout, and youre allowed to take care of yourself and still be exceptional. In fact, that might be the most powerful thing you can do.
In an era where consumers are flooded with choices and noise, the most enduring brands aren’t just the ones with the best features, they’re the ones that make people feel seen. That philosophy guides us at Michael Graves Design, as we believe that great design begins with listening. Our products, from the iconic Alessi teakettle to our Quick Fold cane, are never created in isolation. They emerge from stories: personal, emotional, and deeply human. This commitment to storytelling isnt just a marketing strategy; its a design principle, one that bridges purposeful delight to create pioneering products.
We rely on our “Design With” process that embodies collaboration. Instead of designing for users, we design with them. This approach involves ethnographic research, empathy-based brainstorming sessions, and consumer preference testing, which provides us direct engagement with our community. By involving a diverse pool of users, we ensure that our products resonate on a personal level with a broad audience. This collaborative storytelling helps us uncover product opportunity gaps and ensures that our designs reflect real experiences and needs.
Designs rooted in story
Take our Whistling Bird Teakettle for Alessi. Beyond its functional design, with a shape that makes water boil faster, the kettle uses color to tell a purposeful story of hot and cold, and a story of morning rituals of waking up to the sound of birds chirping. This narrative transforms a simple kitchen appliance into an experience, making daily routines delightful.
Likewise, our canes are designed not just for support, but to empower. Typical canes seem institutional, carry stigma, and remind users of their limitations. Our designs incorporate vibrant colors and ergonomic features, turning them into symbols of independence and style. Design transforms them from needed medical devices into desired consumer products. Its the straightforward difference between focusing on the negative and focusing on the positive.
3 lessons for entrepreneurs and brands
At Michael Graves Design, we live these lessons daily, not just as best practices, but as core beliefs. These three underlying principles are adaptable across industries and team sizes. Whether youre launching a new product or building a brand from scratch, these are three powerful ways to bring people into your process and create meaningful offerings.
1. Engage your community
Involving your customers early in the product development process opens a feedback loop that strengthens both the product and the relationship. At MGD, we regularly incorporate community voices through ethnographic visits and ideation sessions. Other companies can do this too by building small advisory panels, running beta programs, or simply inviting feedback and listening actively. Cocreation not only improves the end result, but it also turns customers into brand advocates.
2. Design with empathy
Real empathy fuels innovation. Understand how people live, struggle, and express themselves, then design from that insight. Its the best way to increase the chances that new products will resonate with consumers and sell really well. Conduct consumer preference testing sessions where consumers can interact with works-like prototypes. This invaluable feedback informed all final design refinements and assortment selection for our recent Pottery Barn collection.
3. Lead with story, not specs
At MGD, every product is anchored in a storynot invented after the fact, but woven into the design process from the beginning. Specs matter, but emotional connection drives decisions. Other companies can tap into this by asking: What does this product represent to the people who use it? How do we know? Build your marketing around those stories, and youll move from selling features to creating emotional resonance.
Community storytelling with real impact
This storytelling approach extends from the product design process into marketing. Our email newsletter, Monthly Delights, captures the essence of how storytelling becomes a powerful marketing force, not through sales language, but through the lived experiences of our consumers and influences. A few examples:
Lanes: Personal style meets mobility support
Delaney (Lanes), a vibrant college senior navigating life in New York City, began using a cane during a chronic illness flare-up. Tired of dull, clinical designs, she discovered the C-Grip cane in sage green and finally found a mobility aid that matched her personality. This is the most comfortable cane handle Ive ever used, she shared. It was nice to pick a cane that felt like me. Her story reinforces how design that honors individuality can turn a necessity into a point of pride.
Greg: Design that elevates communities
Greg, founder of Little Deeds, helps make homes safer for older adults and people with disabilities. He discovered our products at a CVS and was struck by how they elevated both form and function. As someone who advocates for universal design, Greg appreciated how thoughtful details, like intuitive touch points and sophisticated styling, help dissolve stigma and spark joy. Design like this causes us to pause for a second and think about what exactly brought that sudden sense of joy, he said.
Lindsey: Turning diagnosis into artistic empowerment
Lindsey, a mixed-media artist living with multiple sclerosis, epilepsy, and Ehlers-Danlos syndrome, channels her journey into creativity. She paints vibrant abstractions of brain MRI scans, including hundreds for others living with chronic illness. When she found our red sunbaked-clay C-Grip cane, it wasnt just a mobility tool, it became a part of her expressive identity. Its stylish, supportive, and makes even a rough day feel a bit more put together, she explained.
At MGD, storytelling isnt a tool we add later, its embedded from the very beginning. Listening to and telling stories helps us stay curious, unleashes our creativity, and most importantly, keeps us connected with our consumers. For brands looking to stand out, the lesson is simple: Build with people, not for them, and the story telling opportunities will follow.
Ben Wintner is CEO of Michael Graves Design.
When I became a first-time mom, my perspective on the products my family used changed completely. As a data scientist, I naturally dive deep into the details; now I was suddenly applying this rigor to ingredient and product information, turning every label into an obsessive data research project. This journey opened my eyes to a startling reality: Not all products are created equal, and there’s a profound gap between the trust we place in brands and the reality of whats inside their products.
My personal experience mirrors a crisis facing the entire retail industry. Widespread misleading claims have eroded consumer trust, with skepticism reaching an all-time high. According to Novis data, up to 50% of products feature a false claim; and a staggering number of consumers would stop buying from a brand completely if they discovered one. This crisis of confidence, however, presents an opportunity to build a new infrastructure for commerce itself. One where the burden of proof shifts from the consumer to the retailer, and verifiable truth becomes a brand’s most valuable asset. By addressing the key ways they are breaking trust, retailers can fix the cracks in the system, rebuild consumer confidence, and unlock substantial avenues for growth.
Here are five of the most common ways I see brands and retailers breaking consumer trust, and how to rebuild it.
1. They allow misleading and unsubstantiated claims
The proliferation of false or unsubstantiated claims by brands has become a significant issue. Terms like “net zero,” “vegan,” or “nontoxic” are often used inaccurately. In the U.S., a comparative lack of stringent regulation has allowed this to become rampant. By allowing these products on their shelves, retailers effectively endorse these unverified claims, damaging their own credibility and forcing consumers to become skeptics to protect their families.
Retailers can remedy this by implementing robust, automated verification systems. Since regulation is lacking, the burden of proof is now on the retailer. Technology can transform this challenge into a competitive advantage by efficiently identifying and promoting products with verified attributes. My company Novi provides a platform that enables retailers like Sephora, Ulta, and Target to credibly verify claims, in some cases leading to sales increases of up to 15% in their values-based programs.
2. They rely on brand storytelling instead of proof
Pioneering brands like Patagonia and Seventh Generation built trust through compelling narratives and a direct connection with consumers. But as values-based shopping has gone mainstream, consumers are no longer satisfied with a good story; they demand third-party validation. Brands that fail to adapt to this shift from storytelling to verification risk being left behind.
Data analytics can clearly illustrate the tangible business benefits of robust values-based programs, incentivizing brands to invest in verification. For instance, Amazon reported a 10% increase in page views and a 12% rise in sales for products featuring values-based badges. Products with multiple verified claims grew almost three times more quickly than other products. Presenting this data-backed ROI is vital for encouraging brand participation.
3. They present inconsistent information across channels
Brands sometimes present conflicting information across different retailers. A product might qualify for Ulta’s Conscious Beauty program but fail to meet the standards for Sephora Clean, for example. Since modern consumers research and shop across multiple platforms, these inconsistencies undermine brand authenticity and consumer trust.
Values-based initiatives are, at their core, data projects. Retailers must integrate technology from the outset to manage and disseminate this data across all consumer touchpoints. This requires IT teams to adeptly use data to inform every stage of the customer journey, from initial product search to final validation, ensuring a consistent and trustworthy omnichannel experience.
4. They guess which values matter to their customers
Without data, retailers often take a generic approach to their values-based programs, failing to connect with what truly motivates their specific customers, who often have a diverse set of needs. This leads to underperforming programs that don’t resonate.
Retailers must go the extra mile to understand their audience deeply. Analyzing consumer search patterns and filter usage can reveal which values are most important and use these insights to shape your strategy. Data also reveals that different values matter in different categories; ingredient transparency is often most important in beauty, while sustainable packaging may be more critical in household goods.
5. They fail to make information accessible
At the heart of the trust issue is a lack of transparency. When information about how a product was made is hard to find or difficult to understand, shoppers become more skeptical of all claims. This information asymmetry puts the consumer at a disadvantage and breeds distrust.
The fundamental solution lies in making information about how a product was made transparent and easily accessible for shoppers. This democratization of data empowers both consumers and brands to make more informed and better decisions, ultimately building trust. When retailers consistently deliver products with verified claims, they foster deeper customer engagement, see improved sales conversion rates, and cultivate stronger brand loyalty.
By shifting from ambiguous claims to a foundation of verifiable data, retailers will not only rebuild consumer trust, but also unlock new, sustainable streams of revenue. The retailers and brands that thrive will be those who recognize that their greatest product is not what they sell, but the trust they can prove.
Kimberly Shenk is cofounder and CEO of Novi.
Over 110 million people are displaced due to violence, persecution, and climate change, and access to financial services is often the key to rebuilding lives. Refugees and displaced populations face systemic barriers to financial inclusion, with traditional financial institutions often perceiving them as high-risk clients. But what if refugees are not only creditworthy but also vital contributors to economic stability?
Over the past several years, innovative financial solutions have begun challenging this perception, proving that refugees can be a powerful force for local economic development. By overcoming biases and demonstrating the business case for refugee lending, organizations have shown that financial inclusion not only benefits refugees, but also host communities and broader economies.
Prove the viability of refugee lending
It is a widespread misconception that refugees are too risky to serve. Historically, refugees have been viewed as liabilities due to their lack of credit history, residency uncertainty, and perceived flight risk. Yet, research and pilot programs consistently show that refugees can, and do, repay loans at rates comparable to nonrefugee populations.
For example, a 2016 Kiva.org pilot initiative provided risk-tolerant, crowdfunding-based loans to refugees, with a 96.39% repayment rate. This pilot demonstrated that refugees are viable candidates for financial services and set the stage for scaling such efforts with institutional support to meet the these demands in refugee populations.
Impact-first capital: A new model for financial inclusion
Building on early successes, institutional capital has proven effective in scaling refugee lending globally. By channeling impact-first institutional capital to financial service providers (FSPs) in refugee-hosting countries, these organizations can offer loans to refugees who would otherwise be excluded from formal financial systems.
One such initiative, Kivas Refugee Investment Fund (KRIF), invests in FSPs serving refugees, internally displaced people, impacted host communities, and populations at high risk of forced displacement. This model encourages a shift in perception; refugees are no longer liabilities, but valuable contributors to the local economy.
Earlier this year, KRIF concluded a four-year investment period, reaching over $60 million in total investments to and for refugees and displaced populations around the world. KRIF deployed impact-first capital across 14 countries in the Middle East, East Africa, the Caucasus, and Latin America and has thus far directly supported 76,000 refugees (of which, 70% identify as women) with the funding they needed to rebuild their lives.
Lessons learned: What works in refugee financial inclusion
The success of refugee lending initiatives has provided valuable lessons. First, it is crucial to recognize refugees adaptability. Contrary to assumptions, refugees are often highly resourceful and resilient. With the right financial tools, they can rebuild their lives and contribute significantly to local economies.
Another key takeaway is the importance of flexible financial products and a supportive regulatory environment. Refugees may not have traditional credit histories, but they often have strong social networks, market knowledge, and a willingness to repay loans. Many of Kivas partners have found that adjusting existing products offered by FSPs, rather than creating entirely new ones, can make a significant difference in serving refugees. Flexible repayment terms or microloans for small businesses are particularly effective.
Hiring local staff from refugee communities has also been cited as integral to the success of FSPs refugee lending programs. One partner in Chile noted that they quickly saw that the level of empathy, as a result of knowing exactly the situation our potential [refugee] clients found themselves in, was crucial to being successful. This approach helps navigate cultural barriers, ranging from language to mindset, and strengthens relationships with clients.
Finally, institutional investors play a crucial role in driving systemic change. Traditionally, private investors have overlooked refugees as a viable market. However, impact-first capital is proving that there is both social and financial value in serving these populations. By demonstrating refugees creditworthiness, these funds are helping to build a new market for refugee lending and inspiring other investors to consider the potential of displaced populations.
The importance of capacity building in refugee lending
While institutional capital is essential, its not the only ingredient needed for successful refugee lending. For FSPs to effectively serve refugees, they must have the right tools, training, and infrastructure in place. Capacity-building efforts, such as support for developing tailored loan products and improving outreach and services, are crucial for the success of refugee lending programs.
A notable example comes from Uganda, where refugees in the Kyangwali settlement faced significant challenges accessing financial services due to the distance to the nearest branch office. With the support of an impact-first investment, UGAFODE Microfinance established a local sales center within the settlement, drastically improving accessibility. This investment also enabled UGAFODE to scale its operations and serve a growing refugee population. This partnership illustrates how building the capacity of local financial institutions creates long-term solutions to financial exclusion.
A vision for the future
The journey toward financial inclusion for refugees is not just about providing loans, its about transforming the narrative around displaced populations. By proving that refugees are economically viable and valuable contributors to their local economies, innovative financial models are challenging long-held biases and opening new opportunities for both refugees and the communities that host them. If initiatives like KRIF become more widespread, refugee lending could help redefine global lending practices and create a more inclusive global financial system. Refugees would gain access to the services they need to rebuild their lives with dignity, and host communities would benefit from the economic growth driven by refugee entrepreneurship.
As the world faces unprecedented levels of displacement due to conflict, persecution, and climate change, the need for innovative financial solutions is urgent. The lessons learned from early refugee lending programs provide a roadmap for creating lasting, meaningful change and a future where financial inclusion is a right for all.
Vishal Ghotge is CEO of Kiva.
Clothing tech entrepreneur and CaaStle founder Christine Hunsicker is out on $1 million bail after she was charged on six counts of cheating customers out of more than $300 million over the past six years in a complex fraud scheme that inlcuded wire fraud, securities fraud, money laundering, making false statements to a financial institution, and aggravated identity theft.
Hunsicker pleaded not guilty in a Manhattan federal court on Friday, after she turned herself in to authorities, and could face decades in prison if convicted, according to CNBC, who reported that the Securities and Exchange Commission (SEC) filed a related civil lawsuit.
Here’s what to know about the indictment.
Why was Hunsicker indicted?
Jay Clayton, the U.S. attorney for the Southern District of New York, who was working with the FBI, announced on Friday that Hunsicker is charged with forging documents, fabricating audits, and making material misrepresentations about her company’s financial condition in an alleged scheme to defraud investors in her clothing technology companies CaaStle Inc. and P180.
The documents allege she continued to solicit millions of dollars in investments for both companies and “persisted in her scheme” even after law enforcement agents approached her about the fraud.
The promise of pre-IPO technology companies can be fertile ground for fraudsters who play on investor euphoria,” Clayton said in a statement.
According to the statement, the fashion tech entrepreneur and founder of CaaStle, a clothing-as-a-service business that enabled clothing brands to rent inventory to consumers, promoted the company “as a rapidly growing business valued at more than $1.4 billion, [although she] knew that CaaStle was in financial distress with limited cash and significant expenses.”
To raise the capital for CaaStles operations, she “provided investors with falsified income statements, fake audited financial statements, fictitious bank records, and sham corporate documents that grossly overstated CaaStles operating profit, revenue, and available cash.”
Surprising details in Hunsicker’s indictment
The indictment alleges, among other things, that Hunsicker provided two fabricated audits to investors and conducted internet searches for the terms “fraud,” “created an audit firm fake,” and “JP morgan 4m records faked,” an apparent reference to fraud charges related to JPMorgan Chase’s acquisition of the college financial aid startup called Frank, which resulted in the federal prosecution of its founder Charlie Javice. (Javice was convicted in March of defrauding JPMorgan Chase of $175 million by exaggerating her customer base tenfold, according to National Public Radio.)
It also accuses Hunsicker of fabricating the existence of CaaStle shareholders, falsely claiming that the shareholders needed money for a “family health emergency” or due to the FTX cryptocurrency exchange collapse. She allegedly then used investors’ money to raise new capital for CaaStle, while concealing that the company needed cash. And to “maintain the fiction,” she issued fake capitalization tables to the investors in order to demonstrate that they had purchased existing CaaStle shares.
According to the documents, Hunsicker’s scheme also allegedly involved providing an investor with a fake screenshot of CaaStle’s bank accounts showing nearly $200 million in available cash, although the company had less than $200,000 in available cash at the time, in or around September 2024.
Da dum. Da dum. Theres something in the water this weekor, more accurately, on your television screen.
Discovery’s Shark Week 2025 began yesterday (Sunday, July 20) and runs though Saturday, July 26. Let’s take a look at the history of this scale-filled event, its enduring legacy, and whats new this year. Then we will do a deep dive on how to tune in.
A brief history of Shark Week
The Discovery Channels “fin-tastic” fanchise first commenced on July 17, 1988, when the program Caged in Fear tested new motorized cages designed to resist shark attacks.
The goal of this program, and the nine others that premiered that week, was to educate the public about these misunderstood sea creatures. The event was so successful that it almost doubled the network’s prime-time average, and so a tradition was born. This year marks 37 years of Shark Week.
How does Shark Week maintain the hype?
In a world of endless streaming options, it is impressive that a traditional cable networks event can endure and still attract fans. Part of the allure is the subject matter itself. People are fascinated and frankly terrified of the mysterious shark. This primal awe will always remain a satisfying itch to scratch.
The lack of appointment viewing television creates a void that Shark Week gladly fills. The fins and sea water create anticipation, a sense of urgency, and satisfaction that is hard to get anywhere else. It also creates community as those you watch it with undergo a shared experience. Plus its long history is nostalgic for many.
Shark Week has evolved over the years by embracing streaming, social media, and celebrity culture.
Beyond cable, you can catch in on HBO Max and Discovery+. Big moments are shared on platforms such as TikTok and Instagram and quickly go viral. Celebs such as Dwayne The Rock Johnson, Jason Momoa, and Shaquille ONeal have hosted the event. An ability to adapt has cemented this weeks legacy.
What’s new with Shark Week this year?
This year there was much hype around Dancing with the Sharks, hosted by former Dancing with the Stars MC Tom Bergeron. This kicked the week off, airing yesterday at 8 p.m. local time.
If you missed the scuba diving handlers using bait to dance with their finned friends, dont worry: You can watch catch it on HBO Max.
Another program to look forward to this year is How to Survive a Shark Attack, which is hosted by real-life shark attack survivor Paul de Gelder. In 2009, he was attacked by a bull shark in Sydney Harbor, and as a result lost his right arm and leg, but still managed to survive. His tips and tricks just might help save a life or two. This program airs on Tuesday, July 22, at 9 p.m.
For a full look at the programming schedule, click here.
How can I stream or watch Shark Week live?
Traditional cable subscribers can catch all the splashes on the Discovery Channel.
Cord-cutters can use a live-TV streaming service that carries Discovery content. Those include:
Hulu + Live TV
YouTube TV
Sling TVs Blue or Orange + Blue streaming services
If you prefer to stream the action on your own schedule, check out Discovery+ and HBO Max. The former is offering free trials for new subscribers.
Britain and ChatGPT maker OpenAI have signed a new strategic partnership to deepen collaboration on AI security research and explore investing in British AI infrastructure, such as data centers, the government said on Monday.
“AI will be fundamental in driving the change we need to see across the countrywhether thats in fixing the NHS [National Health Service], breaking down barriers to opportunity, or driving economic growth,” Peter Kyle, secretary of state for technology, said in a statement.
“This cant be achieved without companies like OpenAI, who are driving this revolution forward internationally. This partnership will see more of their work taking place in the U.K.”
The government has set out plans to invest 1 billion pounds in computing infrastructure for AI development, hoping to increase public compute capacity twentyfold over the next five years.
The United States, China, and India are emerging as front-runners in the race to develop artificial intelligence, putting pressure on Europe to catch up.
The partnership with OpenAI, whose tie-up with Microsoft once drew the scrutiny of Britain’s competition regulator, will see the company possibly increase the size of its London office and explore where it can deploy AI in areas such as justice, defense, security, and education technology.
In the same statement, OpenAI head Sam Altman praised the government for being the first to recognize the technology’s potential through its “AI Opportunities Action Plan”an initiative by Prime Minister Keir Starmer to turn the U.K. into an artificial intelligence superpower.
The Labour Party government, which has struggled to increase economic growth meaningfully in its first year in power and has since fallen behind in polls, has said that the technology could increase productivity by 1.5% a year, worth an extra 47 billion pounds ($63.37 billion) annually over a decade.
By Muvija M and Juby Babu, Reuters
Anyone firing up the grill this summer already knows hamburger patties and steaks are expensive, but the latest numbers show prices have climbed to record highs.
And experts say consumers shouldn’t expect much relief soon either.
The average price of a pound of ground beef rose to $6.12 in June, up nearly 12% from a year ago, according to U.S. government data. The average price of all uncooked beef steaks rose 8% to $11.49 per pound.
But this is not a recent phenomenon. Beef prices have been steadily rising over the past 20 years because the supply of cattle remains tight while beef remains popular.
In fact, the U.S. cattle herd has been steadily shrinking for decades. As of Jan. 1, the U.S. had 86.7 million cattle and calves, down 8% from the most recent peak in 2019. That is the lowest number of cattle since 1951, according to the U.S. Department of Agriculture.
Many factors including drought and cattle prices have contributed to that decline. And now the emergence of a pesky parasite in Mexico and the prospect of widespread tariffs may further reduce supply and raise prices.
Here’s a look at what’s causing the price of beef to rise.
Smaller herd
The American beef industry has gotten better at breeding larger animals, so ranchers can provide the same amount of beef with fewer cattle, said David Anderson, a livestock economist at Texas A&M.
Then in 2020, a three-year drought began that dried out pastures and raised the cost of feed for cattle, according to the American Farm Bureau. Drought has continued to be a problem across the West since then, and the price of feed has put more pressure on ranchers who already operate on slim profit margins.
In response, many farmers slaughtered more female cattle than usual, which helped beef supplies in the short term but lowered the size of future herds. Lower cattle supplies has raised prices.
In recent years cattle prices have soared, so that now animals are selling for thousands of dollars apiece. Recent prices show cattle selling for more than $230 per hundredweight, or hundred pounds.
Those higher prices give ranchers more incentive to sell cows now to capture profits instead of hanging onto them for breeding given that prices in the years ahead may decrease, Anderson said.
For them, the balance is, Do I sell that animal now and take this record high check? Or do I keep her to realize her returns over her productive life when shes having calves? Anderson said. And so its this balancing act and so far the side thats been winning is to sell her and get the check.
Disease dilemma
The emergence of a flesh-eating pest in cattle herds in Mexico has put extra pressure on supply because officials cut off all imports of cattle from south of the border last year. Some 4% of the cattle the U.S. feeds to slaughter for beef comes from Mexico.
The pest is the New World screwworm fly, and female flies lay eggs in wounds on warm-blooded animals. The larvae that hatch are unusual among flies for feeding on live flesh and fluids instead of dead material. American officials worry that if the fly reaches Texas, its flesh-eating maggots could cause large economic losses as they did decades ago before the U.S. eradicated the pest.
Agricultural economist Bernt Nelson with the Farm Bureau said the loss of that many cattle is putting additional pressure on supply that is helping drive prices higher.
Tariff trouble
President Donald Trump’s tariffs have yet to have a major impact on beef prices but they could be another factor that drives prices higher because the U.S. imports more than 4 billion pounds of beef every year.
Much of what is imported is lean beef trimmings that meatpackers mix with fattier beef produced in the U.S. to produce the varieties of ground beef that domestic consumers want. Much of that lean beef comes from Australia and New Zealand that have only seen a 10% tariff, but some of it comes from Brazil where Trump has threatened tariffs as high as 50%.
If the tariffs remain in place long-term, meat processors will have to pay higher prices on imported lean beef. It wouldn’t be easy for U.S. producers to replace because the country’s system is geared toward producing fattier beef known for marbled steaks.
Prices will likely stay high
It’s the height of grilling season and demand in the U.S. for beef remains strong, which Kansas State agricultural economist Glynn Tonsor said will help keep prices higher.
If prices remain this high, shoppers will likely start to buy more hamburger meat and fewer steaks, but that doesn’t appear to be happening broadly yet and people also don’t seem to be buying chicken or pork instead of beef.
Nelson said that recently the drought has eased allowing pasture conditions to improve and grain prices are down thanks to the drop in export demand for corn because of the tariffs. Those factors, combined with the high cattle prices might persuade more ranchers to keep their cows and breed them to expand the size of their herds.
Even if ranchers decided to raise more cattle to help replace those imports, it would take at least two years to breed and raise them. And it wouldn’t be clear if that is happening until later this fall when ranchers typically make those decisions.
Weve still got a lot of barriers in the way to grow this herd, Nelson said. Just consider that a young farmer who wants to add 25 bred heifers to his herd has to be prepared to spend more than $100,000 at auction at a time when borrowing costs remain high.
There is typically a seasonal decline in beef prices as grilling season slows down into the fall, but those price declines are likely to be modest.
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This story was corrected to show that the United States imports 4 billion pounds of beef each year not 4 million pounds.
Josh Funk, AP business writer
Associated Press writer Dee-Ann Durbin contributed to this report from Detroit.
Domino’s Pizza surpassed analysts’ expectations for second-quarter U.S. same-store sales on Monday, driven by new items on the menu and promotions, amid persisting macroeconomic uncertainties, sending shares up about 5% in early trade.
The world’s largest pizza chain introduced items such as the parmesan-stuffed crust pizza to its list, and attracted value-conscious consumers through deals under its rewards program.
These efforts helped offset the impact from U.S. President Donald Trumps fluctuating tariff policies and the resulting trade tensions.
Consumer spending has declined in recent months due to rising inflation and uncertainty surrounding Trumps policies, prompting customers to seek value offerings rather than expensive dine-out options, which has benefited pizza chains like Domino’s.
“In the U.S., both delivery and carry out grew, driving meaningful market share gains,” Domino’s CEO Russell Weiner said.
Domino’s posted a 3.4% rise in same-store sales in the U.S. for the quarter ended June 15, exceeding analysts’ average estimate of a 2.21% rise, according to data compiled by LSEG. That marked its first beat in five quarters.
“Domino’s has a competitive advantage relative to peers in the sector from the discounts they offer that are difficult to match profitably,” said Northcoast Research analyst Jim Sanderson.
The company’s online sales grew, aided by discounts and its DoorDash partnership, which doubled third-party delivery sales to about 5%, according to M Science analyst Matt Goodman.
Momentum from third-party aggregators and discounts will help drive Domino’s sales ahead of peers, Sanderson added.
International same-store sales grew 2.4%, also ahead of the estimate of 1.71% growth, while quarterly revenue rose 4.3% to $1.15 billion, in line with estimates.
Domino’s posted quarterly earnings per share of $3.81, compared with the estimate of $3.95.
The company said price hikes on the ingredient packs supplied to outlets reduced the gross margin for its U.S. company-owned stores by 2%.
Neil J Kanatt and Waylon Cunningham, Reuters
