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The midseason four-game winning streak that lifted the Arizona Cardinals into the playoff picture seemed as though it happened fast. Their subsequent free fall has been even more jarring. The Cardinals could have moved into a tie for first place in the NFC West with a home win over the Seattle Seahawks on Sunday. Instead, they were thoroughly outplayed in a 30-18 loss and are now tied for last in the tightly packed division. Arizona has lost three straight and will face an uphill battle to return to the playoffs for the first time since 2021. The Seahawks (8-5) are in first place, followed by the Rams (7-6), Cardinals (6-7) and 49ers (6-7). Even more daunting for their playoff hopes, the Cardinals lost both of their games against the Seahawks this season, meaning a tiebreaker would go to Seattle. Four games remain. “I just told them we put ourselves in a little bit of a hole now, but all you can do is attack tomorrow, learn tomorrow and have a good week of practice,” second-year coach Jonathan Gannon said. There are plenty of reasons the Cardinals lost to the Seahawks, including Kyler Murray's two interceptions, a handful of holding penalties, a porous run defense and a brutal missed field goal. It all adds up to the fact Arizona is playing its worst football of the season at a time when it needed its best. “I’m sure we’ll stick to our process, but we have to tweak some things,” Gannon said. "I have to tweak some things.” What’s working It's probably faint praise, but the Cardinals did make the game interesting in the second half while trying to fight back from a 27-10 deficit. Murray's shovel pass to James Conner for a 2-yard touchdown and subsequent 2-point conversion cut the margin to 27-18. The Cardinals had a chance to make it a one-score contest early in the fourth quarter, but Chad Ryland's 40-yard field goal attempt bounced off the left upright. “I thought we spotted them a lot of points there, but then we battled back,” Gannon said. “I appreciate their effort. That was good. We battled back there, had a couple chances to even cut the lead a little more, but ultimately didn’t get it done." What needs help Murray's in a bit of a mini-slump after throwing two interceptions in back-to-back games for the first time in his career. He also didn't do much in the run game against the Seahawks, with 16 yards on three carries. The quarterback's decision-making was nearly flawless for much of the season and the Cardinals need that good judgment to return. “I’m not looking at it like I have to try to be Superman,” Murray said. “I don’t think that’s the answer. I just need to play within the offense like we’ve done for the majority of the season. Today, I didn’t. Like I said, throwing two picks puts yourself behind the eight ball.” Said Gannon: “I thought he stuck in there and made some big time throws, though, but he has to protect the ball a little bit better. That’s not just him, that’s all 11. So there’ll be a lot of corrections off those plays." Stock up The defense didn't have its best day, but it's not Budda Baker's fault. The two-time All-Pro safety is having another phenomenal season and was all over the field against the Seahawks, finishing with 18 tackles. Baker's energy is relentless and he's the unquestioned leader of a group that has been better than expected this season, even with Sunday's mediocre performance. Stock down Left tackle Paris Johnson Jr. had a tough day, getting flagged for holding three times, though one of those penalties was declined by the Seahawks. The second-year player moved from right tackle to the left side during the offseason and the transition has gone well, but Sunday was a step backward. Injuries The Cardinals remain fairly healthy. DL Roy Lopez (ankle) and P Blake Gillikin (ankle) left Sunday's game, but neither injury is expected to be long term. Key number 9 — It looks as if the Cardinals will go a ninth straight season without winning the NFC West. The last time they won the division was 2015 with coach Bruce Arians and a core offense of quarterback Carson Palmer, running back David Johnson and receiver Larry Fitzgerald. What’s next The Cardinals are in must-win territory now for any chance at the playoffs. They'll host the New England Patriots on Sunday. AP NFL: https://apnews.com/hub/NFL
After upset win, Penn State out to extend Rutgers' woes
Shares of Azincourt Energy Corp. ( CVE:AAZ – Get Free Report ) traded up 50% during trading on Friday . The stock traded as high as C$0.02 and last traded at C$0.02. 253,181 shares were traded during mid-day trading, a decline of 2% from the average session volume of 259,671 shares. The stock had previously closed at C$0.01. Azincourt Energy Trading Up 50.0 % The stock has a market cap of C$4.48 million, a price-to-earnings ratio of -1.50 and a beta of 2.78. The stock’s 50 day moving average is C$0.01 and its two-hundred day moving average is C$0.02. About Azincourt Energy ( Get Free Report ) Azincourt Energy Corp., an exploration and development company, focuses on the alternative fuels/alternative energy sector in Canada and Peru. It explores for uranium and lithium deposits, as well as other clean energy elements. The company owns interest in the East Preston project covering an area of approximately 25,000 hectares located in Saskatchewan, Canada; and the Big Hill Lithium project covering approximately an area of 7,500 hectares located in southwestern Newfoundland, Canada. Recommended Stories Receive News & Ratings for Azincourt Energy Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for Azincourt Energy and related companies with MarketBeat.com's FREE daily email newsletter .
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TORONTO, ON / ACCESSWIRE / December 9, 2024 / Toggle3D.ai (the "Company") (OTCQB:TGGLF)(CSE:TGGL)(FSE:Q0C), a Nextech3d.ai (OTCQB:NEXCF)(CSE:NTAR) spinout is an innovative AI 3D platform harnessing the power of generative AI to convert CAD files, apply stunning 4K texturing, and seamlessly publish superior 4K 3D models announces the departure of Board member Belinda Tyldesley for personal reasons. We thank her for her service! Toggle3d.ai also announced the appointment of Peter Bloch, a successful entrepreneur as new BOD member replacing Mrs. Tyldesley. Bio: Peter Bloch was the Chief Executive Officer of BresoTEC Inc. Mr. Bloch was also the CEO & Chairman of Bionik Laboratories from 2012 to 2018. Mr. Bloch is a CPA, CA, with a track record of building both public and private technology companies, mainly in the life sciences industry. In these roles, Mr. Bloch has secured significant funding for both private and public companies, gained experience with initial public offerings and led a number of acquisitions and partnership transactions. His past 25 years of executive management experience includes serving as Chief Financial Officer and joint interim CEO of Sanofi Canada Inc., the Canadian affiliate of Sanofi -Aventis, a global healthcare leader; Chief Financial Officer of Intellivax Inc., a biotechnology company which was sold to GlaxoSmithKline for $1.75 billion; founder of Tribute Pharmaceuticals, a specialty pharmaceutical company; the Chief Financial Officer of Gennum Corporation, a public semiconductor company focused on the TV and medical device market and Chief Financial Officer of Just Energy, a large public electricity and gas company . These companies have ranged in size from start-ups to companies with revenues of over $2 billion. Mr. Bloch also has substantial experience serving on the Board of Directors of both public and private companies. Mr. Bloch also serves as an advisor to Mars Discovery District, a large Canadian incubator for technology companies. About Toggle3D.ai Toggle3D.AI is a leading provider of innovative 3D rendering solutions, dedicated to transforming the way businesses visualize and present their products. Our platform harnesses the power of artificial intelligence to deliver high-quality, customizable images quickly and efficiently, helping e-commerce businesses thrive in a competitive market. Toggle3D.ai Investor Relations Visit the Toggle3D Investor Relations website and sign up for the investor mailing list to receive the latest news, press releases, investor presentations, CEO interviews, financial information and more. Sign up for the investor mailing list - click here Follow Toggle3D.ai on Social Media Youtube: https://www.youtube.com/@Toggle3D Insta: https://www.instagram.com/toggle3d.ai/ Facebook: https://www.facebook.com/Toggle3D LinkedIn: https://www.linkedin.com/company/toggle3d-ai/ Twitter: https://twitter.com/Toggle3Dai For further information, please contact: Toggle3D.ai Evan Gappelberg Director 866-ARITIZE (274-8493) Forward-looking Statements The CSE has not reviewed and does not accept responsibility for the adequacy or accuracy of this release. Certain information contained herein may constitute "forward-looking information" under Canadian securities legislation. Generally, forward-looking information can be identified by the use of forward-looking terminology such as, "will be" or variations of such words and phrases or statements that certain actions, events or results "will" occur. Forward-looking statements regarding the completion of the transaction are subject to known and unknown risks, uncertainties and other factors. There can be no assurance that such statements will prove to be accurate, as future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements and forward-looking information. Nextech will not update any forward-looking statements or forward-looking information that are incorporated by reference herein, except as required by applicable securities laws. SOURCE: Toggle3D.AI Inc. View the original on accesswire.comFrom peanut farmer to president: How Jimmy Carter rose to the Oval Office James Earl Carter Jr was born on October 1, 1924 in Plains, Georgia, a tiny town The eldest son, he was named after his father, a peanut farmer and businessman He married Rosalynn Smith on July 7, 1946 and they were together 77 years DEEP DIVE: Step by step, how Hamas carried out Oct 7 atrocities inside Israel By TATE DELLOYE FOR DAILYMAIL.COM and KATELYN CARALLE SENIOR U.S. POLITICAL REPORTER Published: 23:00, 29 December 2024 | Updated: 23:16, 29 December 2024 e-mail View comments Jimmy Carter, the 39th President of the United States, has died at the age of 100. His humble roots and astonishing life story encapsulated the American Dream. Born the son of a peanut farmer in rural Georgia, Carter began his path to the presidency as the longest of longshot candidates. As a one-term Georgia governor with little national recognition, he became America's first president from the Deep South since 1850. His devout Baptist faith perplexed the Northern establishment. As one Washington Post columnist joked at the time, 'Relax, He's not crazy. He's just Southern.' Carter ascended to the White House in 1977 in the shadow the Watergate scandal and Richard Nixon's blighted administration. As a political outsider, he ran on a platform to 'clean up the mess in Washington'— a strategy that reverberated almost 40 years later when a fast talking interloper from New York named Donald Trump pledged to 'drain the swamp' during his 2016 campaign for the Oval Office. Carter's single term was marred by an oil crisis that saw Americans waiting in line for gas, and the scourge of 'stagflation' - which is high inflation coupled with slow economic growth. It culminated in the Iran hostage crisis which saw 52 Americans held in the US Embassy in Tehran for 444 days. But as president he also had his victories, including the signing of a formal peace treaty between Israel and Egypt in 1979, known as the Camp David Accords. His decades-long focus on humanitarian and diplomatic efforts eventually earned him a Nobel Peace Prize in 2002. Until he was sidelined by the 2020 pandemic, Carter continued to teach Sunday school at Maranatha Baptist Church in his hometown of Plains, Georgia. He was married to his wife Rosalynn, for 77 years until her death in November 2023. They were the longest-married presidential couple. Together they raised four children and enjoyed dozens of grandchildren and great-grandchildren. After surviving metastatic brain and liver cancer in 2015, Carter began hospice care in February 2023 from his two-bedroom Georgia home that he has owned for more than six decades. His grandson, Jason, told the New York Times in January 2024: 'He was really honored and glad that he made it to the end with my grandmother, and that was a real treasure for him.' 'I think that for whatever reason, the way he approaches this is from a place of enormous faith. And so he just believes that for whatever reason, God’s not done with him yet.' Jimmy Carter, above in 2018, was the 39th president of the United States from 1977 to 1981. After his one term, Carter went on to found a nonprofit and worked closely with Habitat to Humanity. His decades-long focus on humanitarian and diplomatic efforts earned him a Nobel Peace Prize in 2002 James Earl Carter Jr was born on October 1, 1924 in Plains, Georgia, a village that now has a population of around 725. He has the distinction of being the first US president to be born in a hospital. His father, whom he was named after, was a hardworking farmer and businessman, and his mother, Lillian Gordy Carter, was a nurse. Jimmy, as he would be called, was raised on his family's peanut farm outside of Plains in a rural community of 200 people called Archery. His father, James Earl Carter Sr, also operated a store for his workers that sold essentials such as salt and sugar and goods like soap, overalls and work shoes, according to Peter G Bourne's 1997 biography on Jimmy Carter. His father was 'fastidious about every dollar, (and) had a rule that everything on the farm had to pay its way.' Carter later attributed 'his fiscal conservatism to the teaching of his father during these depression years,' according to the biography. James Earl Carter Jr was born on October 1, 1924 in Plains, Georgia. His father was a hardworking farmer and businessman, and his mother, Lillian Gordy Carter, was a nurse. Jimmy, as he would be called, was raised on his family's peanut farm outside of Plains in a rural community called Archery. Above, Carter in 1937 with his pet dog Bozo Carter when he was a student at the United States Naval Academy in Annapolis in an undated photo. He was admitted in 1943 and graduated in 1946 While on leave from the Naval Academy and back home in Plains two years later, Carter went on a date with 17-year-old Rosalynn Smith, a local girl he had known his whole life. Above, the couple on their wedding day on July 7, 1946 Rosalynn rejected his first proposal, telling Carter she promised her father she would finish college before marriage. They continued to write each other until she eventually accepted his proposal. Above, the couple on their wedding day in Plains, Georgia. 'Jimmy was wearing his white navy summer uniform and Rosalynn wore a white-and-blue dress,' Bourne wrote Carter's growing family moved around while he was deployed in the Navy. Above, Carter sits alongside his wife, and three sons in the 1950s, left to right: Chip, Jack, Rosalynn, Carter and Jeff Life on the farm, where he did chores from a young age - gathering eggs and pumping water - 'was a Huckleberry Finn existence,' wrote Bourne, who served as a special assistant to Carter during his presidency and who had known him since the 1960s. His mother worked as a nurse while his father became a community leader and, at one point, served in Georgia's state legislature. Carter was the first of four children. His sister, Gloria, was born on October 22, 1926, then Ruth, born on August 7, 1929, and the youngest, his brother, Billy, on March 29, 1937. All three of his younger siblings later died of pancreatic cancer. While the family would eventually become somewhat affluent, Carter's childhood home lacked electricity and indoor plumbing. At age ten, Carter stacked produce from his family farm onto a wagon and began selling it in town. After saving his money by age 13, Carter purchased five houses around Plains that the Great Depression had put on the market at rock-bottom prices. Postcards from his uncle, Tom Gordy, during his travels as part of the US Navy, interested the young Carter, and from an early age he set his sights on going to the United States Naval Academy in Annapolis, which has a high bar for admission. After Carter graduated from high school in 1941, he attended Georgia Southwestern College and the Georgia Institute of Technology in order to get into the academy. He was admitted in 1943. Carter left the Navy and took over the struggling family farm in 1953 when his father died of pancreatic cancer, eventually turning the business around. Above, Carter, who was then the governor of Georgia, announces his intention to seek the Democratic nomination for president on December 12, 1974 While working and managing the peanut farm and business, Carter also started becoming more involved in his community, and by 1955, he ran his first successful campaign: a seat on the Sumter County Board of Education. By 1962, Carter was a Georgia state senator, and won governor in 1970. Above, Walter Mondale (his selection for vice president) and Carter talking to reporters during their campaign for the White House in 1976 Carter wasn't well known when he announced his run for presidency in 1976. The leading newspaper in his home state ran a headline the day after his announcement that proclaimed, 'Jimmy Who Is Running For What!?' Above, Carter, campaigning for president in 1976, shakes hands with a factory worker who makes costume jewelry Carter positioned himself as a Washington outsider and the strategy worked. Above, Carter and Walter Mondale accept the Democratic nomination for president at the party's convention in New York City in 1976 with their wives, Rosalynn Carter, left, and Joan Mondale, right While on leave and back home in Plains two years later, Carter went on a date with 17-year-old Rosalynn Smith. He had known Rosalynn since she was born, and he was just three years old. Rosalynn was friends with his younger sister Ruth. The morning after the date, he told his mother: 'She's the one I'm going to marry,' Carter recalled in his 2015 book, A Full Life: Reflections at Ninety. 'She was remarkably beautiful, almost painfully shy, obviously intelligent, and yet unrestrained in our discussions on the rumble seat of the Ford Coupe,' he wrote. Eleanor Rosalynn Smith was born on August 18, 1927. Growing up in Plains, she excelled academically and was her class valedictorian, and had a strong relationship with God and her faith. Carter grew up in the Baptist church, according to Bourne's biography. Rosalynn rejected his first proposal, telling Carter she promised her father she would finish college before marriage. They continued to write each other, however, when he went back to Annapolis, and by the next February, she accepted his proposal, according to the book. They were married on July 7, 1946 in Plains. 'Jimmy was wearing his white navy summer uniform and Rosalynn wore a white-and-blue dress,' Bourne wrote. After he graduated from the Naval Academy with a bachelor's degree, Carter's Naval career started in Norfolk, Virginia where he trained enlisted men. The couple had their first child, John William Carter, known as Jack, on July 3, 1947. He then applied to the Navy's submarine program and the young family moved to New London, Connecticut. The couple would have three more children: James Earl Carter III, known as Chip, on April 12, 1950, Donnel Jeffrey, known as Jeff, born on August 18, 1952, and Amy Lynn, the youngest who was born on October 19, 1967. Americans would get to know her later as a young child in the White House. After about six years in the Navy and moving around the country depending on his deployment, Carter began working under then Captain Hyman G Rickover, who was overseeing the branch's nuclear-powered submarine program. But then Carter had 'a major existential crisis,' according to Bourne's biography. His father, 58, was diagnosed with pancreatic cancer. He died on July 22, 1953. His mother, Lillian, wanted Carter to come back to Plains to take over the family's business, which was struggling. But Rosalynn did not want to go back. 'It precipitated the greatest crisis of their marriage,' according to the biography with Carter saying: 'She almost quit me.' Nonetheless, Carter resigned from the Navy after serving for seven years and the family moved back to Plains. By the end of the decade, Carter and Rosalynn were able to turn around the farm and business, which was called Carter's Warehouse, 'a general-purpose seed and farm supply company,' according to the biography on his presidential library website. Above, Rosalynn, Amy and Jimmy Carter during one of his inaugural parties in 1977. Amy, the couple's youngest child, was nine-years-old when her father became president. Like many president's children, she was covered by the media during her time in the White House, including the fact that she had a cat named Misty Malarky Ying Yang. Amy was the first child to live in the White House since the Kennedys 'The Carters were, by and large, unpretentious people. Much of the pomp and circumstance that had been a feature of previous administrations was frowned upon. Richard Nixon's huge presidential limousine was retired and replaced by a smaller one,' Robert A Strong wrote in his essay, Jimmy Carter: A Family Life. Above, during his inaugural parade on January 21, 1977, newly-elected Jimmy Carter walks with his wife, Rosalynn, and their daughter, Amy, followed by the rest of the family, including the Carters' three grown sons. It was the first time in history that a president had not rode to the White House in a carriage or car Jimmy Carter was born in Plains, Georgia to a father who was a peanut farmer and businessman. Carter joined the Navy but resigned after his father, James Earl Carter Sr, died at age 58 in 1953. He went back to Plains with his family, and rebuilt the family's farm and business, which were close to ruin. Above, a peanut-shaped float passes by Carter during his inauguration in Washington, DC in 1977. Before he became president, Carter told reporters that his peanut farm and business would by handled by trustees to avoid any conflict of interest Carter also started becoming more involved in his community, and in 1955, he ran his first successful campaign: a seat on the Sumter County Board of Education. By 1962, Carter was a Georgia state senator, serving two terms. He ran for governor in 1966 but lost. After the loss, Carter 'turned increasingly for solace to his faith' and became a born-again Christian, according to Bourne's biography. In his book, A Full Life, Carter noted that it took him running for office in 1962 for some of the dynamics in his marriage to Rosalynn to change, writing that they became 'real partners.' Bourne pointed out that Rosalynn became his 'political partner,' and she chose to focus on mental health issues. 'Few were aware of what a significant role she played in their political symbiosis,' Bourne wrote. Carter tried again for governor, this time winning in 1970. While governor, Carter served both as chair for the Democratic Governor's Campaign Committee in 1972 and then the campaign chairman of the Democratic National Committee in 1974. When he announced his candidacy for president in 1974, Carter was not well-known on a national level. 'Public reaction to his candidacy revealed that exposure to his party was not enough to gain him wide recognition,' said his biographer. In fact, the leading newspaper in his home state ran a headline the day after his announcement that proclaimed, "Jimmy Who Is Running For What!?"' But the country was reeling. President Richard Nixon resigned on August 9, 1974 after three articles of impeachment, including obstruction of justice, were adopted by a House of Representatives' committee. The scandal began after the arrest of the five men who broke into the Democratic National Committee's headquarters at the Watergate complex in Washington, DC, and subsequent cover-up. Meanwhile, the war in Vietnam continued and did not end until the next year under Gerald Ford, who became president after Nixon's resignation. 'In response to the twin nightmares of Vietnam and Watergate that had shattered public confidence in government... Americans gravitated toward leaders who were outside the Washington sphere. Answering the nation's need, Carter's slogan was 'A Leader, For A Change,' and Carter portrayed himself as an outsider who could 'clean up the mess in Washington.' It worked, and Carter won the Democratic nomination, and chose Walter Mondale, a senator from Minnesota, as his running mate. Gerald Ford had represented Michigan's 5th congressional district since 1949 when then Vice President Spiro T Agnew resigned on October 10, 1973 due to a corruption scandal that was separate from Watergate. Ford then became vice president and after Nixon resigned, president. He secured the Republican presidential nomination and chose Bob Dole, a senator for Kansas, as his running mate. The election was close but Carter won. When Carter took office on January 20, 1977, he 'sought to run the country the way he had run his farm - with unassuming austerity. Above, Carter signs an extension of the Equal Rights Amendment, which was passed by both the House and the Senate in the 1970s but had yet to be ratified (and still has not), at the White House on October 20, 1978 During Jimmy Carter's one term, there were many foreign policy issues, including the negotiation of the treaty that gave Panama control over the Panama Canal. It was officially handed over to Panama on December 31, 1999. Panamanians had rioted over American control of the canal in 1964. The treaty was signed on September 7, 1977. Above, Muhammad Ali, left, with Jimmy Carter, right, at a White House dinner in 1977 to celebrate the treaty signing Left photo: President Jimmy Carter, left, with Israeli Prime Minister Menachem Begin, middle, and Egyptian President Anwar Sadat, right, start peace talks between the two nations on September 6, 1978 at presidential retreat Camp David. Right photo: Pope John Paul II, left, with President Jimmy Carter, right, at the White House on October 6, 1979 Once he took office in 1977, Carter sought to revive the Middle East peace process. Diplomatic efforts between Israel, Egypt and the US bore fruit when Carter met with Israel's Prime Minister Menachem Begin, right, and Egypt's President Anwar Sadat, left, at Camp David for a peace summit that lasted 13 days starting on September 6, 1978. Above, the trio join hands after what would become known as the Camp David Accords in the White House's East Room on September 18, 1978. The treaty, which was signed on March 26, 1979, normalized relations between the two countries Carter and Leonid Brezhnev, General Secretary of the Central Committee of the Communist Party of the Soviet Union, right, talk before signing the Strategic Arms Limitation Talks, known as SALT, treaty on June 18, 1979 in Vienna, Austria. The first agreement between the two superpowers limiting nuclear armaments was signed in May 1972. This was the second arms control accord, known as SALT II, between the countries. However, after the Soviet Union invaded Afghanistan in December 1979, Carter did not pursue the Senate's approval of the treaty A little less than two years into his tenure, Carter would face the crisis that some contend was partly why he lost to Ronald Reagan in 1980: Iranian students took over the American Embassy in Tehran on November 4, 1979, taking 66 Americans hostage. While some of the hostages were freed, 52 people were held for 444 days until January 20, 1981 when Reagan took office. Above, Carter announces the settlement of the crisis on January 19, 1981 at the White House 'With hard work and favorable circumstances, I was chosen, and I relished the challenges and opportunities to make important decisions as president,' Carter wrote in his book, A Full Life: Reflections at Ninety. When Carter took office on January 20, 1977, he 'sought to run the country the way he had run his farm - with unassuming austerity. This would be no "imperial presidency" like those of (Lyndon B) Johnson and Nixon,' Robert Strong wrote. Carter wanted to 'portray himself as a president close to the people,' and to that end, 'carried his own suit bag when he traveled,' 'ended the practice of "Hail to the Chief" played whenever he made a public appearance,' and Amy was enrolled in a public school, Bourne wrote in his biography. He wanted to balance the budget and reduce the deficit, reorganize the federal government and establish 'a long-range energy policy for the nation,' according to the biography. But he had a contentious relationship with Congress despite the fact that Democrats had majorities in both the Senate and the House. Carter tried to reduce the country's dependence on oil – there had been an earlier energy crisis in 1973 – and created the Department of Energy while enacting conservation measures. The Organization of the Petroleum Exporting Countries, known as OPEC, pushed the price of oil higher from $13 to over $34, and Strong noted in his essay that 'this huge price increase resulted in a run-up in inflation.' By Independence Day in 1979, many Americans had to wait in line to get their gas. Soon after, Carter gave his so-called 'malaise' speech, which according to NPR, was 'to address the energy crisis, unemployment, inflation and something else a bit more nebulous: 'The threat is nearly invisible in ordinary ways. It is a crisis of confidence. It is a crisis that strikes at the very heart and soul and spirit of our national will. We can see this crisis in the growing doubt about the meaning of our own lives and in the loss of a unity of purpose for our nation,' Carter said. Initially, the speech was received positively, but then several members of his cabinet left – some resigned, some were fired. 'It's from then on that Carter had a really difficult time at bouncing back and being seen on the part of the American people as a strong and significant leader - especially a leader that could take America through solving the energy crisis,' Kevin Mattson, author of What the Heck Are You Up To, Mr. President?, told NPR . After Carter lost to Ronald Reagan, he and his wife, Rosalynn, founded the Carter Center in 1982, partnering with Emory University in Atlanta. The nonprofit's mission is to 'advance peace and health worldwide,' with numerous programs and democratic initiatives. Carter, left, and President George H W Bush, right, in the Oval Office on April 1, 1992. A reporter had asked who Carter was supporting in the 1992 presidential election between Bush and the Democratic nominee Bill Clinton. Carter, a Democrat, had said Clinton to laughs On August 9, 1999, President Bill Clinton awarded Carter and his wife, Rosalynn, the highest civilian honor, the Presidential Medal of Freedom. After leaving the White House, Carter and his wife worked on humanitarian and philanthropic efforts, including helping to build houses for Habitat for Humanity. At the ceremony, Clinton said that Carter's work was 'truly unprecedented in American history, but to call him the 'greatest former president' does not do justice to him or his work' 'As a one-term southern governor with no national experience, it was presumed Carter came to office with little knowledge or interest in foreign policy. In fact, Carter saw foreign affairs as the most exciting and intellectually stimulating challenge of his presidency,' Bourne wrote. Carter's biggest success and, perhaps, failure both came on the foreign policy front. Strong wrote that the 39th president was 'determined to make human rights considerations integral to US foreign policy... Just as important, Carter's emphasis on human rights was consistent with his own beliefs on the necessity of living one's life in a moral way.' Once he took office, Carter sought to revive the Middle East peace process. Diplomatic efforts between Israel, Egypt and the US bore fruit when Carter met with Israel's Prime Minister Menachem Begin and Egypt's President Anwar Sadat at Camp David, the president's retreat in Maryland, for a peace summit that lasted 13 days starting on September 6, 1978. The treaty, which was signed on March 26, 1979 normalized relations between the two countries. Carter also normalized relations between China and the United States in 1979. About two years into his tenure, Carter would face the crisis that some contend was partly why he lost to Ronald Reagan in 1980: Iranian students took over the American Embassy in Tehran, holding 66 Americans hostage on November 4, 1979. 'It was the most fateful day of the Carter presidency,' Bourne wrote. 'The nightly television pictures of Iranian students - burning the American flag, parading the hostages blindfolded, and shouting defiant anti-American slogans - enraged the American public.' A failed attempt to rescue the hostages in April 1980 along with an economic downtown lingered in the mind of voters during an election year. Carter was able to fend off a challenge from Ted Kennedy, then senator of Massachusetts, for the Democratic nomination but he was no match for Reagan, who beat him soundly: 489 electoral votes to Carter's 49. While some of the hostages were freed, 52 people were held until January 20, 1981 when Reagan took office. After his presidency, the Carters started working with Habitat for Humanity, a Christian nonprofit that builds affordable houses for those in need. The Carters contributed financially to the international organization, and helped build homes since 1984. Above, Rosalynn and Jimmy Carter attach siding to a Habitat for Humanity home in LaGrange, Georgia in June 2003 Carter noted that it took him running for office in 1962 for some of the dynamics in his marriage to Rosalynn to change, writing that they became 'real partners.' His biographer pointed out that Rosalynn became his 'political partner,' and she chose to focus on mental health issues, which she did for decades. 'Few were aware of what a significant role she played in their political symbiosis,' he wrote In 2002, Carter was awarded the Nobel Peace Prize, according to its website, 'for his decades of untiring effort to find peaceful solutions to international conflicts, to advance democracy and human rights, and to promote economic and social development.' Above, the former president shows the award after the ceremony in Oslo, Norway on December 10, 2002 In May 2002, Carter became the first US president - in or out of office - to visit Cuba since Fidel Castro came to power in 1959 Carter continued to put his foreign affair expertise to use, and served as a freelance ambassador for a variety of international missions. During his post-presidency, Carter, right, also met with several leaders, including Nelson Mandela, left, the former president of South Africa, celebrating his 89th birthday in Johannesburg on July 18, 2007 After the loss, Carter and his wife went back to Plains, but all was not well with the family's business, which had been put in a trust to avoid conflict of interests during his presidency. Bourne wrote that their warehouse business was 'more than $1 million in debt. They still owned approximately 4,000 acres of farmland, but in terms of cash they were near bankruptcy.' The couple wrote their memoirs, and Carter has authored more than 30 books. While working on his presidential library, Bourne wrote that Carter 'could not summon much enthusiasm for building a mausoleum to his presidency,' and that even before he left the White House, 'he had the idea of creating an institutional base for his continuing role in public life.' Carter said to Rosalynn, according to the book: 'We can develop a place to help people resolve disputes.' This was how the Carter Center, was born, according to the biography. The Carters founded the center in 1982, partnering with Emory University in Atlanta. The nonprofit's mission to 'advance peace and health worldwide,' with numerous programs and democratic initiatives that includes observing elections, according to its website. Carter also continued to put his skills as a negotiator and foreign affairs knowledge to use, and 'served as a freelance ambassador for a variety of international missions, including soothing disputes between countries, observing elections in nations with histories of fraudulent voting processes, and advising presidents on Middle East issues,' Strong wrote. In 1994, he helped the US to mediate with Kim Il-sung of North Korea regarding a pact on nuclear weapons. He also worked on other negotiations, such as the Nairobi Agreement in 1999 between Sudan and Uganda. He went on a mission to Haiti, and in 2002, a trip to Cuba where he met with Fidel Castro, according to Strong. The Carters also worked with Habitat for Humanity, a Christian nonprofit that builds affordable houses for those in need. The Carters contributed financially to the international organization, and helped to build homes since 1984. 'Habitat, apart from the Carter Center, (is) the only organization for which they would allow their names to be used for fund-raising purposes,' Bourne noted. Indeed, even after a fall in October 2019, Carter was seen working and drilling on a Habitat home with Rosalynn. In 2002, Carter was awarded the Nobel Peace Prize, according to its website, 'for his decades of untiring effort to find peaceful solutions to international conflicts, to advance democracy and human rights, and to promote economic and social development.' Carter, who was diagnosed with pancreatic cancer in 2015 but beat it, told People that he had been at ease with having a few weeks left. In the July 2023, Carter's family announced that he was receiving hospice care at his two-bedroom home that he has lived in for the last 60 years. Carter taught Sunday school at Maranatha Baptist Church in his hometown up until he was sidelined by the 2020 covid pandemic 'It's hard to live until you're 95 years old,' Carter told People. 'I think the best explanation for that is to marry the best spouse: someone who will take care of you and engage and do things to challenge you and keep you alive and interested in life' Jimmy Carter (pictured above in 2018) was a Naval officer, peanut farmer and businessman, one-term President of the United States, founder of a nonprofit, winner of the Nobel Peace Prize for his diplomatic and humanitarian efforts over decades, author of over 30 books, devout Christian, husband of 77 years, and father of four His long goodbye had seemingly defied the odds of those who enter hospice care at the end of their life. 'He has also always been very ambitious — and that ambition extends to wanting to stick around and see what happens in the world,' said his biographer, Jonathan Alter. 'Carter once told me that he thought the biggest misconception about him was that he is weak,' Alter added. 'He’s been a record-breaker for decades — the oldest-living president, the longest-married president,' said longtime friend, Jill Stuckey, to the New York Times in February. 'It’s always been on President Carter’s terms. That’s how he’s living, and that’s how he’s going to die,' she added. 'It's hard to live until you're 95 years old,' he told the magazine for an article published in October 2019. 'I think the best explanation for that is to marry the best spouse: someone who will take care of you and engage and do things to challenge you and keep you alive and interested in life.' Israel-Hamas Politics New York Times Share or comment on this article: From peanut farmer to president: How Jimmy Carter rose to the Oval Office e-mail Add comment
Canadian Prime Minister Justin Trudeau's government on Monday survived a third vote of no confidence in as many months, brought by his main Tory rival. The minority Liberal government got the support of the New Democratic Party (NDP), a small leftist faction once aligned with the ruling Liberals, to defeat the motion 180-152. The text of the proposition echoed NDP leader Jagmeet Singh's own past criticisms of Trudeau since breaking off their partnership in late August, calling him "too weak, too selfish." Neither Singh nor Trudeau were present for the vote. The House of Commons has been deadlocked most of this fall session by an unprecedented two-month filibuster by the Conservatives. But Speaker Greg Fergus, in a rare move, ordered a short break in the deadlock to allow for this and other possible confidence votes, and for lawmakers to vote on a key spending measure. MPs are scheduled to vote Tuesday on the spending package, which includes funds for social services, disaster relief and support for Ukraine. With a 20-point lead in polls, Conservative leader Pierre Poilievre has been itching for an election call since the NDP tore up its coalition agreement with the Liberals. But the NDP and other opposition parties, whose support is needed to bring down the Liberals, have so far refused to side with the Conservatives. Two no-confidence votes brought by the Tories in September and October failed when the NDP and the separatist Bloc Quebecois backed the Liberals. In Canada's Westminster parliamentary system, a ruling party must hold the confidence of the House of Commons, which means maintaining support from a majority of members. The Liberals currently have 153 seats, versus 119 for the Conservatives, 33 for the Bloc Quebecois, and the NDP's 25. Trudeau swept to power in 2015 and has managed to hold on through two elections in 2019 and 2021. amc/bs/bjt
BROOMFIELD, Colo. , Dec. 9, 2024 /PRNewswire/ -- Vail Resorts, Inc. (NYSE: MTN) today reported results for the first quarter of fiscal 2025 ended October 31, 2024 , provided season pass sales results for the 2024/2025 season, updated fiscal 2025 net income attributable to Vail Resorts, Inc. guidance and reaffirmed fiscal 2025 Resort Reported EBITDA guidance, announced capital investment plans for calendar year 2025, declared a dividend payable in January 2025 , and announced first quarter share repurchases. Highlights Commenting on the Company's fiscal 2025 first quarter results, Kirsten Lynch , Chief Executive Officer, said, "Our first fiscal quarter historically operates at a loss, given that our North American and European mountain resorts are generally not open for ski season. The quarter's results were driven by winter operations in Australia and summer activities in North America , including sightseeing, dining, retail, lodging, and administrative expenses. "Resort Reported EBITDA was consistent with the prior year, driven by growth in our North American summer business from increased activities spending and lodging results. This growth was offset by a decline in Resort Reported EBITDA of $9 million compared to the prior year from our Australian resorts due to record low snowfall and lower demand, cost inflation, the inclusion of Crans-Montana, and approximately $2.7 million of one-time costs related to the two-year resource efficiency transformation plan and $0.9 million of acquisition and integration related expenses." Regarding the Company's resource efficiency transformation plan, Lynch said, "Vail Resorts continues to make progress on its two-year resource efficiency transformation plan, which was announced in our September 2024 earnings. The two-year Resource Efficiency Transformation Plan is designed to improve organizational effectiveness and scale for operating leverage as the Company grows globally. Through scaled operations, global shared services, and expanded workforce management, the Company expects $100 million in annualized cost efficiencies by the end of its 2026 fiscal year. We will provide updates as significant milestones are achieved." Turning to season pass results, Lynch said, "Our season pass sales highlight the compelling value proposition of our pass products and our commitment to continually investing in the guest experience at our resorts. Over the last four years, pass product sales for the 2024/2025 North American ski season have grown 59% in units and 47% in sales dollars. For the upcoming 2024/2025 North American ski season, pass product sales through December 3, 2024 decreased approximately 2% in units and increased approximately 4% in sales dollars as compared to the period in the prior year through December 4, 2023 . This year's results benefited from an 8% price increase, partially offset by unit growth among lower priced Epic Day Pass products. Pass product sales are adjusted to eliminate the impact of changes in foreign currency exchange rates by applying an exchange rate of $0.71 between the Canadian dollar and U.S. dollar in both periods for Whistler Blackcomb pass sales. For the period between September 21, 2024 and December 3, 2024 , pass product sales trends improved relative to pass product sales through September 20, 2024 , with unit growth of approximately 1% and sales dollars growth of approximately 7% as compared to the period in the prior year from September 23, 2023 through December 4, 2023 , due to expected renewal strength, which we believe reflects delayed decision making. "Our North American pass sales highlight strong loyalty with growth among renewing pass holders across all geographies. For the full selling season, the Company acquired a substantial number of new pass holders, however the absolute number of new guests was smaller compared to the prior year, driving the overall unit decline for the full selling season. New pass holders come from lapsed guests, prior year lift ticket guests, and new guests to our database. The Company achieved growth from lapsed guests, who previously purchased a pass or lift ticket but did not buy a pass or lift ticket in the previous season. The decline in new pass holders compared to the prior year was driven by fewer guests who purchased lift tickets in the past season and from guests who are completely new to our database, which we believe was impacted by last season's challenging weather and industry normalization. Epic Day Pass products achieved unit growth driven by the strength in renewing pass holders. We expect to have approximately 2.3 million guests committed to our 42 North American, Australian, and European resorts in advance of the season in non-refundable advance commitment products this year, which are expected to generate over $975 million of revenue and account for approximately 75% of all skier visits (excluding complimentary visits)." Lynch continued, "Heading into the 2024/2025 ski season, we are encouraged by our strong base of committed guests, providing meaningful stability for our Company. Additionally, early season conditions have allowed us to open some resorts earlier than anticipated, including Whistler Blackcomb, Heavenly, Northstar, Kirkwood, and Stevens Pass. Early season conditions have also enabled our Rockies resorts to open with significantly improved terrain relative to the prior year, including the opening of the legendary back bowls at Vail Mountain opening the earliest since 2018. Our resorts in the East are experiencing typical seasonal variability for this point in the year, with all resorts planned to open ahead of the holidays. We are continuing to hire for the winter season, and are on track with our staffing plans and have achieved a strong return rate of our frontline employees from the prior season. Lodging bookings at our U.S. resorts for the upcoming season are consistent with last year. At Whistler Blackcomb, lodging bookings for the full season are lagging prior year levels, which may reflect delayed decision making following challenging conditions in the prior year." Operating Results A more complete discussion of our operating results can be found within the Management's Discussion and Analysis of Financial Condition and Results of Operations section of the Company's Form 10-Q for the first fiscal quarter ended October 31, 2024 , which was filed today with the Securities and Exchange Commission. The following are segment highlights: Mountain Segment Lodging Segment Resort - Combination of Mountain and Lodging Segments Real Estate Segment Total Performance Outlook The Company's Resort Reported EBITDA guidance for the year ending July 31, 2025 is unchanged from the prior guidance provided on September 26, 2024 . The Company is updating its guidance for net income attributable to Vail Resorts, Inc., which it now expects to be between $240 million and $316 million , up from the prior guidance range of $224 million to $300 million . The primary difference is due to a $17 million increase from the gain on sale of real property related to the resolution of the October 2023 Eagle County District Court final ruling and valuation regarding the Town of Vail's condemnation of the Company's East Vail property that was planned for Vail Resorts' incremental affordable workforce housing project, a transaction that has been recorded as Real Estate Reported EBITDA. Additionally, the guidance is updated to include a decrease in expected interest expense of approximately $2 million which assumes that interest rates remain at current levels for the remainder of fiscal 2025. These changes have no impact on expected Resort Reported EBITDA. The Company continues to expect Resort Reported EBITDA for fiscal 2025 to be between $838 million and $894 million , including approximately $27 million of cost efficiencies and an estimated $15 million in one-time costs related to the multi-year resource efficiency transformation plan, and an estimated $1 million of acquisition and integration related expenses specific to Crans-Montana. As compared to fiscal 2024, the fiscal 2025 guidance includes the assumed benefit of a return to normal weather conditions after the challenging conditions in fiscal 2024, more than offset by a return to normal operating costs and the impact of the continued industry normalization, impacting demand. Additionally, the guidance reflects the negative impact from the record low snowfall and related shortened season in Australia in the first quarter of fiscal 2025, which negatively impacted demand and resulted in a $9 million decline of Resort Reported EBITDA compared to the prior year period. After considering these items, we expect Resort Reported EBITDA to grow from price increases and ancillary spending, the resource efficiency transformation plan, and the addition of Crans-Montana for the full year. The guidance also assumes (1) a continuation of the current economic environment, (2) normal weather conditions for the 2024/2025 North American and European ski season and the 2025 Australian ski season, and (3) the foreign currency exchange rates as of our original fiscal 2025 guidance issued September 26, 2024 . Foreign currency exchange rates have experienced recent volatility. Relative to the current guidance, if the currency exchange rates as of yesterday, December 8, 2024 of $0.71 between the Canadian Dollar and U.S. Dollar related to the operations of Whistler Blackcomb in Canada , $0.64 between the Australian Dollar and U.S. Dollar related to the operations of Perisher, Falls Creek and Hotham in Australia , and $1.14 between the Swiss Franc and U.S. Dollar related to the operations of Andermatt-Sedrun and Crans-Montana in Switzerland were to continue for the remainder of the fiscal year, the Company expects this would have an impact on fiscal 2025 guidance of approximately negative $5 million for Resort Reported EBITDA. The following table reflects the forecasted guidance range for the Company's fiscal year ending July 31, 2025 for Total Reported EBITDA (after stock-based compensation expense) and reconciles net income attributable to Vail Resorts, Inc. guidance to such Total Reported EBITDA guidance. Fiscal 2025 Guidance (In thousands) For the Year Ending July 31, 2025 (6) Low End High End Range Range Net income attributable to Vail Resorts, Inc. $ 240,000 $ 316,000 Net income attributable to noncontrolling interests 23,000 17,000 Net income 263,000 333,000 Provision for income taxes (1) 91,000 115,000 Income before income taxes 354,000 448,000 Depreciation and amortization 295,000 279,000 Interest expense, net 174,000 166,000 Other (2) 21,000 13,000 Total Reported EBITDA $ 844,000 $ 906,000 Mountain Reported EBITDA (3) $ 818,000 $ 872,000 Lodging Reported EBITDA (4) 16,000 26,000 Resort Reported EBITDA (5) 838,000 894,000 Real Estate Reported EBITDA 6,000 12,000 Total Reported EBITDA $ 844,000 $ 906,000 (1) The provision for income taxes may be impacted by excess tax benefits primarily resulting from vesting and exercises of equity awards. Our estimated provision for income taxes does not include the impact, if any, of unknown future exercises of employee equity awards, which could have a material impact given that a significant portion of our awards may be in-the-money depending on the current value of the stock price. (2) Our guidance includes certain forward looking known changes in the fair value of the contingent consideration based solely on the passage of time and resulting impact on present value. Guidance excludes any forward looking change based upon, among other things, financial projections including long-term growth rates for Park City, which such change may be material. Separately, the intercompany loan associated with the Whistler Blackcomb transaction requires foreign currency remeasurement to Canadian dollars, the functional currency of Whistler Blackcomb. Our guidance excludes any forward looking change related to foreign currency gains or losses on the intercompany loans, which such change may be material. Additionally, our guidance excludes the impact of any future sales or disposals of land or other assets which are contingent upon future approvals or other outcomes. (3) Mountain Reported EBITDA also includes approximately $25 million of stock-based compensation. (4) Lodging Reported EBITDA also includes approximately $4 million of stock-based compensation. (5) The Company provides Reported EBITDA ranges for the Mountain and Lodging segments, as well as for the two combined. The low and high of the expected ranges provided for the Mountain and Lodging segments, while possible, do not sum to the high or low end of the Resort Reported EBITDA range provided because we do not expect or assume that we will hit the low or high end of both ranges. (6) Guidance estimates are predicated on an exchange rate of $0.74 between the Canadian dollar and U.S. dollar, related to the operations of Whistler Blackcomb in Canada; an exchange rate of $0.67 between the Australian dollar and U.S. dollar, related to the operations of our Australian ski areas; and an exchange rate of $1.18 between the Swiss franc and U.S. dollar, related to the operations of Andermatt-Sedrun and Crans-Montana in Switzerland. Liquidity and Return of Capital As of October 31, 2024 , the Company's total liquidity as measured by total cash plus revolver availability was approximately $1,024 million . This includes $404 million of cash on hand, $407 million of U.S. revolver availability under the Vail Holdings Credit Agreement, and $213 million of revolver availability under the Whistler Credit Agreement. As of October 31, 2024 , the Company's Net Debt was 2.8 times its trailing twelve months Total Reported EBITDA. Regarding the return of capital to shareholders, the Company declared a quarterly cash dividend of $2.22 per share of Vail Resorts' common stock payable on January 9, 2025 to shareholders of record as of December 26 , 2024. In addition, the Company repurchased approximately 0.1 million shares during the quarter at an average price of approximately $174 for a total of $20 million . The Company has 1.6 million shares remaining under its authorization for share repurchases. Commenting on capital allocation, Lynch said, "We will continue to be disciplined stewards of our shareholders' capital, prioritizing investments in our guest and employee experience, high-return capital projects, strategic acquisition opportunities, and returning capital to our shareholders. The Company has a strong balance sheet and remains focused on returning capital to shareholders while always prioritizing the long-term value of our shares." Capital Investments Vail Resorts is committed to enhancing the guest experience and supporting the Company's growth strategies through significant capital investments. For calendar year 2025, the Company plans to invest approximately $198 million to $203 million in core capital, before $45 million of growth capital investments at its European resorts, including $41 million at Andermatt-Sedrun and $4 million at Crans-Montana, and $6 million of real estate related capital projects to complete multi-year transformational investments at the key base area portals of Breckenridge Peak 8 and Keystone River Run, and planning investments to support the development of the West Lionshead area into a fourth base village at Vail Mountain. Including European growth capital investments, and real estate related capital, the Company plans to invest approximately $249 million to $254 million in calendar year 2025. Projects in the calendar year 2025 capital plan described herein remain subject to approvals. In calendar year 2025, the Company will embark on two multi-year transformational investment plans at Park City Mountain and Vail Mountain. In addition to embarking on two multi-year transformational investment plans, the Company is planning significant investments across the guest experience in calendar year 2025, including: In addition to the investments planned for calendar year 2025, the Company is completing significant investments that will enhance the guest experience for the upcoming 2024/2025 North American and European ski season. As previously announced, the Company expects its capital plan for calendar year 2024 to be approximately $189 million to $194 million , excluding $13 million of incremental capital investments in premium fleet and fulfillment infrastructure to support the official launch of My Epic Gear for the 2024/2025 winter season at 12 destination and regional resorts across North America , $7 million of growth capital investments at Andermatt-Sedrun, $2 million of maintenance and $2 million of integration investments at Crans-Montana, and $3 million of reimbursable capital. Including these one-time investments, the Company's total capital plan for calendar year 2024 is now expected to be approximately $216 million to $221 million . Earnings Conference Call The Company will conduct a conference call today at 5:00 p.m. eastern time to discuss the financial results. The call will be webcast and can be accessed at www.vailresorts.com in the Investor Relations section, or dial (800) 579-2543 (U.S. and Canada ) or +1 (785) 424-1789 (international). The conference ID is MTNQ125. A replay of the conference call will be available two hours following the conclusion of the conference call through December 16, 2024 , at 11:59 p.m. eastern time . To access the replay, dial (800) 753-9146 (U.S. and Canada ) or +1 (402) 220-2705 (international). The conference call will also be archived at www.vailresorts.com . About Vail Resorts, Inc. (NYSE: MTN) Vail Resorts is a network of the best destination and close-to-home ski resorts in the world including Vail Mountain, Breckenridge , Park City Mountain, Whistler Blackcomb, Stowe, and 32 additional resorts across North America ; Andermatt-Sedrun and Crans-Montana Mountain Resort in Switzerland ; and Perisher, Hotham, and Falls Creek in Australia . We are passionate about providing an Experience of a Lifetime to our team members and guests, and our EpicPromise is to reach a zero net operating footprint by 2030, support our employees and communities, and broaden engagement in our sport. Our company owns and/or manages a collection of elegant hotels under the RockResorts brand, a portfolio of vacation rentals, condominiums and branded hotels located in close proximity to our mountain destinations, as well as the Grand Teton Lodge Company in Jackson Hole, Wyo. Vail Resorts Retail operates more than 250 retail and rental locations across North America . Learn more about our company at www.VailResorts.com , or discover our resorts and pass options at www.EpicPass.com . Forward-Looking Statements Certain statements discussed in this press release and on the conference call, other than statements of historical information, are forward-looking statements within the meaning of the federal securities laws, including the statements regarding fiscal 2025 performance and the assumptions related thereto, including, but not limited to, our expected net income and Resort Reported EBITDA; our expectations regarding our liquidity; expectations related to our season pass products; our expectations regarding our ancillary lines of business; capital investment projects; our calendar year 2025 capital plan; our expectations regarding our resource efficiency transformation plan; and the payment of dividends. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. All forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from those projected. Such risks and uncertainties include but are not limited to risks related to a prolonged weakness in general economic conditions, including adverse effects on the overall travel and leisure related industries and our business and results of operations; risks associated with the effects of high or prolonged inflation, elevated interest rates and financial institution disruptions; unfavorable weather conditions or the impact of natural disasters or other unexpected events; the ultimate amount of refunds that we could be required to refund to our pass product holders for qualifying circumstances under our Epic Coverage program; the willingness or ability of our guests to travel due to terrorism, the uncertainty of military conflicts or public health emergencies, and the cost and availability of travel options and changing consumer preferences, discretionary spending habits; risks related to travel and airline disruptions, and other adverse impacts on the ability of our guests to travel; risks related to interruptions or disruptions of our information technology systems, data security or cyberattacks; risks related to our reliance on information technology, including our failure to maintain the integrity of our customer or employee data and our ability to adapt to technological developments or industry trends; our ability to acquire, develop and implement relevant technology offerings for customers and partners; the seasonality of our business combined with adverse events that may occur during our peak operating periods; competition in our mountain and lodging businesses or with other recreational and leisure activities; risks related to the high fixed cost structure of our business; our ability to fund resort capital expenditures, or accurately identify the need for, or anticipate the timing of certain capital expenditures; risks related to a disruption in our water supply that would impact our snowmaking capabilities and operations; our reliance on government permits or approvals for our use of public land or to make operational and capital improvements; risks related to resource efficiency transformation initiatives; risks related to federal, state, local and foreign government laws, rules and regulations, including environmental and health and safety laws and regulations; risks related to changes in security and privacy laws and regulations which could increase our operating costs and adversely affect our ability to market our products, properties and services effectively; potential failure to adapt to technological developments or industry trends regarding information technology; our ability to successfully launch and promote adoption of new products, technology, services and programs; risks related to our workforce, including increased labor costs, loss of key personnel and our ability to maintain adequate staffing, including hiring and retaining a sufficient seasonal workforce; our ability to successfully integrate acquired businesses, including their integration into our internal controls and infrastructure; our ability to successfully navigate new markets, including Europe , or that acquired businesses may fail to perform in accordance with expectations; a deterioration in the quality or reputation of our brands, including our ability to protect our intellectual property and the risk of accidents at our mountain resorts; risks related to scrutiny and changing expectations regarding our environmental, social and governance practices and reporting; risks associated with international operations, including fluctuations in foreign currency exchange rates where the Company has foreign currency exposure, primarily the Canadian and Australian dollars and the Swiss franc, as compared to the U.S. dollar; changes in tax laws, regulations or interpretations, or adverse determinations by taxing authorities; risks related to our indebtedness and our ability to satisfy our debt service requirements under our outstanding debt including our unsecured senior notes, which could reduce our ability to use our cash flow to fund our operations, capital expenditures, future business opportunities and other purposes; a materially adverse change in our financial condition; adverse consequences of current or future litigation and legal claims; changes in accounting judgments and estimates, accounting principles, policies or guidelines; and other risks detailed in the Company's filings with the Securities and Exchange Commission, including the "Risk Factors" section of the Company's Annual Report on Form 10-K for the fiscal year ended July 31, 2024 , which was filed on September 26, 2024 . All forward-looking statements attributable to us or any persons acting on our behalf are expressly qualified in their entirety by these cautionary statements. All guidance and forward-looking statements in this press release are made as of the date hereof and we do not undertake any obligation to update any forecast or forward-looking statements whether as a result of new information, future events or otherwise, except as may be required by law. Statement Concerning Non-GAAP Financial Measures When reporting financial results, we use the terms Resort Reported EBITDA, Total Reported EBITDA, Resort EBITDA Margin, Net Debt and Net Real Estate Cash Flow, which are not financial measures under accounting principles generally accepted in the United States of America ("GAAP"). Resort Reported EBITDA, Total Reported EBITDA, Resort EBITDA Margin, Net Debt and Net Real Estate Cash Flow should not be considered in isolation or as an alternative to, or substitute for, measures of financial performance or liquidity prepared in accordance with GAAP. In addition, we report segment Reported EBITDA (i.e. Mountain, Lodging and Real Estate), the measure of segment profit or loss required to be disclosed in accordance with GAAP. Accordingly, these measures may not be comparable to similarly-titled measures of other companies. Additionally, with respect to discussion of impacts from currency, the Company calculates the impact by applying current period foreign exchange rates to the prior period results, as the Company believes that comparing financial information using comparable foreign exchange rates is a more objective and useful measure of changes in operating performance. Reported EBITDA (and its counterpart for each of our segments) has been presented herein as a measure of the Company's performance. The Company believes that Reported EBITDA is an indicative measurement of the Company's operating performance, and is similar to performance metrics generally used by investors to evaluate other companies in the resort and lodging industries. The Company defines Resort EBITDA Margin as Resort Reported EBITDA divided by Resort net revenue. The Company believes Resort EBITDA Margin is an important measurement of operating performance. The Company believes that Net Debt is an important measurement of liquidity as it is an indicator of the Company's ability to obtain additional capital resources for its future cash needs. Additionally, the Company believes Net Real Estate Cash Flow is important as a cash flow indicator for its Real Estate segment. See the tables provided in this release for reconciliations of our measures of segment profitability and non-GAAP financial measures to the most directly comparable GAAP financial measures. Vail Resorts, Inc. Consolidated Condensed Statements of Operations (In thousands, except per share amounts) (Unaudited) Three Months Ended October 31, 2024 2023 Net revenue: Mountain and Lodging services and other $ 187,050 $ 182,834 Mountain and Lodging retail and dining 73,162 71,442 Resort net revenue 260,212 254,276 Real Estate 63 4,289 Total net revenue 260,275 258,565 Segment operating expense: Mountain and Lodging operating expense 266,264 255,576 Mountain and Lodging retail and dining cost of products sold 28,947 31,295 General and administrative 106,857 108,025 Resort operating expense 402,068 394,896 Real Estate operating expense 1,491 5,181 Total segment operating expense 403,559 400,077 Other operating (expense) income: Depreciation and amortization (71,633) (66,728) Gain on sale of real property 16,506 6,285 Change in estimated fair value of contingent consideration (2,079) (3,057) Loss on disposal of fixed assets and other, net (1,529) (2,043) Loss from operations (202,019) (207,055) Mountain equity investment income, net 2,151
Motion-capture workers at the prominent video game company behind and have voted to unionize with Hollywood crew union . Fifteen workers at 2K’s motion capture studio in Petaluma, California voted to unionize with IATSE in a National Relations Board election that took place on Friday morning, while six voted against unionizing. All 21 workers — including stage technicians, engineers, animators and recording and audio specialists — that are in the proposed bargaining unit at the gaming studio took part in the vote. As long as no objections are filed within the next five days, the results of the representation election will be certified. IATSE, which has been attempting to organize the video game industry for years, went public with its union drive at 2K as it filed for an NLRB election. The union positioned this organizing effort as historic, calling it the “first public union campaign at a motion capture studio.” The union stated at the time that the company did not respond to the labor group’s request to voluntarily recognize the union. A 2K spokesperson appeared to confirm this account, saying the company respected the rights of employees to choose whether or not to unionize through “informed voting.” “We feel that we are best served addressing these challenges and changing needs together through our existing feedback channels rather than through a union,” the spokesperson added, but the company welcomed the dialogue that would arrive as a result of the union vote. According to IATSE, organizing 2K workers sought higher wages, greater job security and more clarity on the job responsibilities associated with particular job titles. In October the union stated that the group was additionally looking to improve working conditions. One of the organizing workers, 2K stage technician Connor Bredbeck, said in a statement in October that while working at 2K is a “dream come true,” the “inequities we are experiencing are endemic to the gaming industry and detract from the work we are all so passionate about.” THR Newsletters Sign up for THR news straight to your inbox every day More from The Hollywood ReporterOne of my top shows of 2024 actually premiered in 2021. That’s because it took a couple of years for the Australian series “The Newsreader” to make its way Stateside. Alas, it was only legal to stream in the U.S. for a handful of weeks in September and then — pffft! — it was gone before most people had even heard of it. Well, I have great news. The show will be available once again, this time via Sundance Now (accessible through the AMC+ streaming platform), which has licensed the first season. Premiering Dec. 19, it stars Anna Torv (“Fringe”) and Sam Reid (“Interview with the Vampire”) as TV reporters in Melbourne, circa 1986. At the outset, Reid’s character exudes big loser energy, which is such an amusing contrast to his work as Lestat. The show is unexpectedly funny and terrifically Machiavellian in its portrayal of small-time office politics, and I’m thrilled audiences in the U.S. will get another shot at watching it. Overall, 2024 offered a modestly better lineup than usual, but I’m not sure it felt that way. Too often the good stuff got drowned out by Hollywood’s pointless and endless pursuit of rebooting intellectual property (no thank you, Apple’s “Presumed Innocent” ) and tendency to stretch a perfectly fine two-hour movie premise into a saggy multi-part series (“Presumed Innocent” again!). There were plenty of shows I liked that didn’t make this year’s list, including ABC’s “Abbott Elementary” and CBS’ “Ghosts” (it’s heartening to see the network sitcom format still thriving in the streaming era), as well as Netflix’s “A Man on the Inside” (Ted Danson’s charisma selling an unlikely premise) and Hulu’s “Interior Chinatown” (a high-concept parody of racial stereotypes and cop show tropes, even if it couldn’t sustain the idea over 10 episodes). Maybe it just felt like we were having more fun this year, with Netflix’s “The Perfect Couple” (Nicole Kidman leading a traditional manor house mystery reinterpreted with an American sensibility) and Hulu’s “Rivals” (the horniest show of 2024, delivered with a wink in the English countryside). I liked what I saw of Showtime’s espionage thriller “The Agency” (although the bulk of episodes were unavailable as of this writing). The deluge of remakes tends to make me cringe, but this year also saw a redo of Patricia Highsmith’s “The Talented Mr. Ripley” on Netflix that was far classier than most of what’s available on the streamer. Starring Andrew Scott, I found it cool to the touch, but the imagery stayed with me. Shot in black and white, it has an indelible visual language courtesy of director of photography Robert Elswit, whether capturing a crisp white business card against the worn grain wood of a bar top, or winding stairways that alternately suggest a yawning void or a trap. As always, if you missed any of these shows when they originally premiered — the aforementioned titles or the Top 10 listed below — they are all available to stream. Top 10 streaming and TV shows of 2024, in alphabetical order: The least cynical reality show on television remains as absorbing as ever in Season 4, thanks to the probing questions and insights from the show’s resident therapist, Dr. Orna Guralnik. Everything is so charged. And yet the show has a soothing effect, predicated on the idea that human behavior (and misery) isn’t mysterious or unchangeable. There’s something so optimistic in that outlook. Whether or not you relate to the people featured on “Couples Therapy” — or even like them as individuals — doesn’t matter as much as Guralnik’s reassuring presence. Created by and starring Diarra Kilpatrick, the eight-episode series defies categorization in all the right ways. Part missing-person mystery, part comedy about a school teacher coming to grips with her impending divorce, and part drama about long-buried secrets, it has tremendous style right from the start — sardonic, knowing and self-deprecating. The answers to the central mystery may not pack a satisfying punch by the end, but the road there is as entertaining and absorbing as they come. We need more shows like this. A comedy created by and starring Brian Jordan Alvarez (of the antic YouTube series “The Gay and Wondrous Life of Caleb Gallo”), the show has a sensibility all its own, despite a handful of misinformed people on social media calling it a ripoff of “Abbott Elementary.” There’s room enough in the TV landscape for more than one sitcom with a school setting and “English Teacher” has a wonderfully gimlet-eyed point of view of modern high school life. I’m amused that so much of its musical score is Gen-X coded, because that neither applies to Alvarez (a millennial) nor the fictional students he teaches. So why does the show feature everything from Laura Branigan’s “Gloria” to Exposé’s “Point of No Return”? The ’80s were awash in teen stories and maybe the show is using music from that era to invoke all those tropes in order to better subvert them. It’s a compelling idea! It’s streaming on Hulu and worth checking out if you haven’t already. A one-time tennis phenom accuses her former coach of coercing her into a sexual relationship in this British thriller. The intimacy between a coach and athlete often goes unexplored, in real-life or fictional contexts and that’s what the show interrogates: When does it go over the line? It’s smart, endlessly watchable and the kind of series that would likely find a larger audience were it available on a more popular streamer. There’s real tenderness in this show. Real cruelty, too. It’s a potent combination and the show’s third and strongest season won it an Emmy for best comedy. Jean Smart’s aging comic still looking for industry validation and Hannah Einbinder’s needy Gen-Z writer are trapped in an endless cycle of building trust that inevitably gives way to betrayal. Hollywood in a nutshell! “Hacks” is doing variations on this theme every season, but doing it in interesting ways. Nobody self-sabotages their way to success like these two. I was skeptical about the show when it premiered in 2022 . Vampire stories don’t interest me. And the 1994 movie adaptation starring Tom Cruise and Brad Pitt wasn’t a persuasive argument to the contrary. But great television is great television and nothing at the moment is better than this show. It was ignored by Emmy voters in its initial outing but let’s hope Season 2 gets the recognition it deserves. Under showrunner Rolin Jones, the adaptation of Anne Rice’s novels is richly written, thrillingly inhabited by its cast and so effortlessly funny with a framing device — the interview of the title — that is thick with intrigue and sly comedy. I wouldn’t categorize the series as horror. It’s not scary. But it is tonally self-assured and richly made, rarely focused on the hunt for dinner but on something far more interesting: The melodrama of vampire existence, with its combination of boredom and lust and tragedy and zingers. Already renewed for Season 3, it has an incredible cast (a thrilling late-career boost for Eric Bogosian) and is well worth catching up with if you haven’t already. It’s been too long since the pleasures of banter fueled a romantic comedy in the spirit of “When Harry Met Sally.” But it’s all over the place in “Nobody Wants This,” one of the best shows on Netflix in recent memory. Renewed for a second season, it stars Kristen Bell as a humorously caustic podcaster and Adam Brody as the cute and emotionally intelligent rabbi she falls for. On the downside, the show has some terrible notions about Jewish women that play into controlling and emasculating stereotypes. You hate to see it in such an otherwise sparkling comedy, because overall Bell and Brody have an easy touch that gives the comedy real buoyancy. I suspect few people saw this three-part series on PBS Masterpiece, but it features a terrific performance by Helena Bonham Carter playing the real-life, longtime British soap star Noele “Nolly” Gordon, who was unceremoniously sacked in 1981. She’s the kind of larger-than-life showbiz figure who is a bit ridiculous, a bit imperious, but also so much fun. The final stretch of her career is brought to life by Carter and this homage — to both the soap she starred in and the way she carried it on her back — is from Russell T. Davies (best known for the “Doctor Who” revival). For U.S. viewers unfamiliar with the show or Gordon, Carter’s performance has the benefit of not competing with a memory as it reanimates a slice of British pop culture history from the analog era. The year is 1600 and a stubborn British seaman piloting a Dutch ship washes ashore in Japan. That’s our entry point to this gorgeously shot story of power games and political maneuvering among feudal enemies. Adapted from James Clavell’s 1975 novel by the married team of Rachel Kondo and Justin Marks, it is filled with Emmy-winning performances (for Anna Sawai and Hiroyuki Sanada; the series itself also won best drama) and unlike something like HBO’s far clunkier “House of the Dragon,” which tackles similar themes, this feels like the rare show created by, and for, adults. The misfits and losers of Britain’s MI5 counterintelligence agency — collectively known as the slow horses, a sneering nickname that speaks to their perceived uselessness — remain as restless as ever in this adaptation of Mick Herron’s Slough House spy novels. As a series, “Slow Horses” doesn’t offer tightly plotted clockwork spy stories; think too deeply about any of the details and the whole thing threatens to fall apart. But on a scene-by-scene basis, the writing is a winning combination of wry and tension-filled, and the cumulative effect is wonderfully entertaining. Spies have to deal with petty office politics like everyone else! It’s also one of the few shows that has avoided the dreaded one- or two-year delay between seasons, which has become standard on streaming. Instead, it provides the kind of reliability — of its characters but also its storytelling intent — that has become increasingly rare. Nina Metz is a Tribune critic.
Job market jitters real for some mid-career Minnesotans and recent gradsThe eighth annual South Wales Health and Care Awards will be taking place on Wednesday, December 4. The ceremony at Rodney Parade will celebrate the health and care providers across South Wales, and the finalists have been revealed. Here are the finalists for GP of the Year, sponsored by Tovey Brothers Dr Esther Okafor (Image: Submitted) Dr Esther Okafor - Gwent UPC 24/7 Service Dr Okafor joined the Gwent UPC 24/7 service just over a year ago following completion of her GP training. Since joining she has worked tirelessly to ensure each patient contact is of the highest possible standard while maintaining a happy and friendly approach to all patients and colleagues. Her joyous attitude is contagious within her working environment and her positive and professional attitude is welcomed at all times. Abersychan Group Practice (Image: Google) Dr Edwards, Abersychan Group Practice One nominee said: "When I was in a bad way Dr Edwards tried always to get me help with services that were required. She would phone me daily then as I got better weekly. This was often after the surgery closed and she really cared. If it wasn't for her, I wouldn't be alive now." Dr Annabelle Holtam (Image: Submitted) Dr Annabelle Holtam Dr Annabelle Holtam works at Mount Pleasant in Chepstow and is also the South Monmouthshire Neighbourhood Care Network lead. She has initiated holistic reviews for patients, including a group meeting to discuss with other GPs and professional in the south of Monmouthshire more difficult cases. This approach ensures that the treatment provided is for the whole patient, taking into account mental and social factors, rather than just the symptoms of an illness.
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NoneEconomy faces 'some potential storms' in 2025, Moody's chief economist says
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