Marlboro resident making mark in leisure area with ‘can do’ perspective

As a resident of Marlboro Andrew Suydam came to an independent film set to cast a role as an extra, he also got a leadership role with a new streaming platform.

Suydam, 29, is the chief producer of live events for MOBFI-TV, a streaming service named for the media to which it is dedicated (cellular, film and television). In his position he is responsible for comedy specials, concerts and congress reporting as well as the animation of the platform.

Started in March 2020, MOBFI-TV has undergone a content expansion this year with the participation of Suydam. Before he secured his current position, Suydam was on the lowest production level of the platform.

It was summer 2020 and the production of “Love Dave” had just started when Suydam showed up for a bar scene.

His appearance came at the request of Mike Mazza, a social media friend and lead actor, who posted a message on Facebook looking for extras. Suydam had never met Mazza before that day, but the sight of the post made him take part in Love Dave.

What followed was the first face-to-face meeting between Suydam and Mazza, which might have been their last meeting if Suydam had left for the day with the other extras.

Instead, Suydam was willing to take another risk with someone he had just met. He stayed back to speak to the film’s director, Marcus Reyes, and made an offer for a bigger role on Love Dave.

The offer was not for a major acting role as Suydam’s main skill was in a different area.

During Suydam’s standby to achieve resulted in a meeting with Reyes. That commitment was complemented by something that would grab Reyes’ attention: Suydam’s decades of manufacturing expertise and a lifelong passion for creating projects.

“I’ve always wanted to be a content creator,” says Suydam. “I’ve always wanted to do something, bring it out and let people criticize it.”

Speaking from his home in Marlboro in a room adorned with movie and television memorabilia, Suydam described how he spent many years making videos, drawing cartoons, and filming live events such as bar mitzvahs, weddings, and plays.

He had built an impressive and creative résumé, but he hadn’t found the industry connections he needed to advance his career.

Despite its place outside the entertainment world, Suydam stood firm in creating its own material. He once had an opportunity to work in the larger industry while interning at Nickelodeon under Nick Cannon.

Cannon was Suydam’s celebrity boss, but he was far from being Suydam’s only celebrity encounter.

Suydam often met celebrities at events, autograph sessions and on the street, which often led to positive and sometimes less positive encounters.

While these experiences were meant for fun only, they were the accidental ignition to get into the industry after Mazza, an aspiring actor, saw Suydam’s celebrity photos.

“When I saw him meet all of these celebrities, I was hoping he would pair me up,” Mazza said.

It was through Mazza that Suydam had his first real connection in Reyes. Their first meeting was followed by a phone call during which Suydam presented his previous work.

“We got along very quickly, very well,” said Suydam. “He was very impressed with what I could do.”

One of the videos submitted by Suydam was “The Unsuspecting”, a short film that he made in 2013. The film was shot in 48 hours for a film festival at Brookdale Community College in Middletown, where it took second place and won an award for best editing.

But aside from showing off his skills to Reyes, Suydam believes they are connected through their common goals.

“[Reyes] asked me what I wanted to do, ”he said. “I said I just want to do content.”

After talking to them, Reyes realized that Suydam would be a valuable addition to “Love Dave”.

“He shared his ideas, I mean, and we realized that we can definitely work together,” said Reyes.

Suydam became the producer on Love Dave and was responsible for ensuring the cast and crew arrived on time, planning locations and dates, and confirming that those around them understood their roles.

At Reyes’ request, he did camera, light, and audio work and provided special effects.

The production of the film was concise. Reyes said the script, which emerged from a conversation between him and Mazza, was completed in a day.

Filming took place in the summer and fall of 2020 at locations in Jersey Shore and White Plains, NY. In November “Love Dave” was released digitally. And because all the scenes filmed before Suydam’s arrival had to be re-shot, Reyes thought Suydam was part of the bigger picture.

Efficient production took place despite the fact that the film (according to Suydam’s admission) had no budget and was shot during the coronavirus pandemic.

In fact, Suydam found that the pandemic made it easier for the small cast and small team to film in locations that would otherwise have been open to the public and would have resulted in more people attending.

Marked during 2020 The end of “Love Dave” did not mean the end of Suydam’s work with Reyes. Before Reyes started working on Love Dave, he created a more ambitious project – MOBFI-TV.

“Marcus wanted to do MOBFI-TV because Netflix, Hulu, Hollywood and everyone else have red tape,” Mazza said. “If you bring them something, they can refuse it because they don’t like it, they can cancel you. Marcus wanted to avoid all of that and we are filming original content so there are no rules for us. If we do a TV series, it can run as long as we want. “

MOBFI-TV was scheduled to launch before Reyes met Suydam – “Love Dave” was original content for the service – but the experience of working with Suydam convinced Reyes to take him on as the project grew.

“I realized he knows a lot about what he’s doing,” Reyes said. “I could trust him to take on the role of producing projects for MOBFI-TV. He was always one step ahead and, as I have seen, he was always on point in everything he did. “

In line with his previous experience, Suydam was responsible for the live events and animation of the platform. And perhaps most importantly, he maintains unity among his teammates.

“It’s our moral compass,” said Joey Sousa, a chief producer for the service. “He is the heart of the group. We have become a band of brothers with our strengths and weaknesses, but Andrew holds us together. He controls the chaos by keeping us all on track. And he’s really nice. “

Suydam has shown his generosity towards the MOBFI-TV team by once again going beyond his responsibilities.

In addition to the animated introduction for “Dat’s Slamin”, a MOBFI TV series with Sousa, he created merchandise to promote the platform.

Suydam proudly displayed the MOBFI TV shirt he designed and worn, while Sousa showed the “Dat’s Slamin ‘” stickers he made.

In his new role, Suydam tries to help people with whom he was previously friends. Among them is Vinnie Brand, the owner of the Stress Factory Comedy Club in New Brunswick.

While MOBFI-TV wants to show a lot of comedy acts, there will be a special section dedicated to the Stress Factory.

Another comedian Suydam contacted was Paul Venier, who joined for MOBFI-TV.

Venier shared how Suydam would bring crowds to his live shows and now Suydam is hoping to attract a larger audience to his work.

In addition to comedy specials, Venier will be seen in his first serious role in the upcoming thriller series “Secret Society”. Suydam believes Venier was born for the role.

“I know he’s always wanted to do something like this, so it’s really his dream to be part of a project,” Venier said of Suydam. “I’m happy for him.”

Since MOBFI-TV wants to expand in 2021, Suydam is looking for more creative minds – provided they bring the same commitment, passion and ambition as he did in summer 2020.

“I’m very lenient, but you have to give me a chance,” he said. “If you keep saying ‘no’ to me, I can’t use you. But I’m still very generous. I like to help people, especially in this difficult business. “

If Suydam hadn’t been helping a Facebook friend (Mazza) he’d never met, he wouldn’t have met Reyes.

If Suydam hadn’t offered to take on more responsibility without being asked, he probably wouldn’t have joined Reyes’ team.

But that commitment has led Suydam to take up his greatest creative stance to date, with full support from the rest of MOBFI-TV.

“I love working with him,” Reyes said of Suydam. “He understands the vision of the project, he understands what is needed and is always there and very reliable. As a team, we have a great relationship. “

Auburn’s QB wasted no time in making some candy tea cash

Auburn quarterback Bo Nix wasted no time getting paid, posting his first paid confirmation at 12:01 a.m. on the first day NCAA players were able to monetize their names.

Nix has their QVC display ready to hand. He trained for this moment. An opportunity to praise the benefits of sweet tea in plastic bottles around the world, which is difficult since most bottled teas taste like sweetened dishwater.

This is the result of new NIL laws that for the first time allow athletes to benefit from their name and likeness. So it was too good for him to take that sweet, sweet tea money to pass up.

We’ll see more of this and I’m here for that. Not only will it be a chance to see athletes getting paid, but it will also result in amazing local advertising that we wouldn’t see if it weren’t for a sports star. Like Alexander Ovechkin’s “Eastern Motors” ad in DC

It’s a brave new era.

My Pandemic Interest? Making Cash.

Jenny Eisler learned to knit in first grade and was good at it. She has also spent time as a Girl Scout, which has given her an admirable can-do spirit.

When New York City was locked down last spring to contain the spread of the coronavirus, and Ms. Eisler (25) was stuck in her studio apartment in NoLIta without doing much, she impulsively ordered some embroidery frames, needles and threads from Amazon, right on it Bet a creditable chain stitch was just a couple of YouTube tutorials away.

“The first thing I did was embroider the word ‘quarantine’ in green thread on my gray hoodie,” says Ms. Eisler, who works for an online fashion retailer. “I’ve embroidered all of my clothes,” she continued. “And then when I ran out of my own things to embroider, I started embroidering things for my sister.”

Ms. Eisler set off to her parents’ home in Scarsdale with her handicraft gear when the pandemic broke out, began documenting her progress on Instagram, and lo and behold, people started sending her direct messages to place orders – 100 in the first few weeks – for tie – dyed, custom embroidered sweatshirts. “It just happened,” said Ms. Eisler. “My friends wanted them all because everyone was home and wore sweaty clothes.”

The coronavirus produced an army of diary keepers, sourdough seekers, bakers, cooks, weavers, painters, gardeners and bird watchers. For many, such hobbies were a way to relieve boredom and stress, to give shape to informal days. Ms. Eisler is one of the professionals who turn her pandemic pastime into an income-generating endeavor.

According to a recent survey by LendingTree, the online loan marketplace, nearly 6 in 10 of 1,000 respondents started a hobby during the pandemic; almost half of them made money and made it a sideline.

For some, it’s a pretty respectable number. Mrs. Eisler, who named her company Only from Jeanie (a hat to her plush bunny) said she has made $ 20,000 so far from a line of products that has expanded from sweatshirts to sweatpants, socks, baby blankets, and onesies (short and long sleeve styles).

Meanwhile, Lan Ngo, a pharmacist, makes $ 3,000 to $ 4,000 a month selling the dollhouse furniture she makes in the guest room of her rental apartment in Clovis, California. And Jeff Neal, a project appraiser for an industrial painting company, collects US $ 2,000 a month he hatches crickets, cockroaches and other so-called food insects, which he sells to amphibian and reptile owners primarily through his website The Critter Depot.

Online barbecuing is a result of the hobby Mr. Neal began in the garage of his colonial home in central Pennsylvania just before the pandemic, both to pay for the costs of feeding the family’s very hungry bearded dragon, Monica the interests of his three little daughters. (For the record, Mr. Neal’s wife is VERY grateful that this is a detached garage.)

“On reptile forums, people said their local pet stores were closed because of Covid and they were looking for food insects,” said Neal, who estimates that at the height of the pandemic, he had an average of 10-15 orders per day and up to $ 5,000 net per month . (Critter Depot ships throughout the continental United States, providing instructions to customers on what to expect when receiving crickets in the mail.)

Futurist Faith Popcorn sees all of these companies as examples of several of the trends she has codified over the past few decades, including “Down Aging” (nostalgia for your younger creative self); “Truth to Power” (coming out with your own thing and maybe not going back to the office) and “Pleasure Revenge”. “In this case,” Ms. Popcorn said, “it would mean really getting into a hobby and thinking, ‘I can do this. I can – and someone bought it on Etsy. “”

Just as the pandemic broke out, Adam Sarkis, a Chicago-based entrepreneur, left a failed startup.

“When I was younger, I started thinking about things I did as hobbies, things I hadn’t had time for in years,” said Mr. Sarkis, 35, who didn’t draw in notebooks, played basketball or play as a kid watched basketball. “I decided to combine these passions and see what it looked like on screen.”

With acrylic paint, sponge brushes, and sharpies, Mr. Sarkis crouched at the dining table in his South Loop rental shop and began painting the heads and shoulders of carefully selected NBA players. These included Latrell Sprewell “because he was one of the first to wear dreadlocks hanging over his back,” and Dennis Rodman, “because he was one of the first to rock a lot of tattoos,” said Mr. Sarkis, who characterizes his style as a mixture of Keith Haring and Jean Dubuffet.

He published some of his early efforts on Instagram, and was surprised and pleased to see that there was great interest in owning an original Sarkis: “I was asked about players like Ben Wallace, Steve Nash and Allen Iverson. It just snowed. ”So far, Mr. Sarkis said, he has sold more than 100 paintings.

But the will of the people forced him to downsize both the canvas (from 32 x 32 inches to 8 x 11) and the price (from $ 300 to $ 50). Still, “I definitely made more money than I put into it,” said Sarkis. “I understand prices and overheads.”

There is much to be said for a tolerant family. “I definitely messed up the whole house,” says Ms. Eisler, who found a willing and capable helper in her mother, Denise. “We put on old clothes, turn on the music, and go out on deck to work,” she said.

When Tiffany Riffer, a Washington product liability attorney, started making soap as a pandemic pastime, she reached out to her husband, Steve, a cybersecurity advisor, for help with the lye and essential oils in the kitchen. Tiffany Riffer soap, in fragrances like lavender, eucalyptus, and vanilla, is now available online and in some stores in Washington and Virginia. Ms. Riffer hopes to break even by the end of the year.

Another soap maker, Mary Duque, 14, has taken over the dining room in her parents’ home in Cape Cod, Easton, Connecticut. There she stores ingredients and packaging material and makes soaps for two to five hours every week. Sugar scrubs, lotions and lip balms, all of which include their Honey Bunny Soaps & Stuff collections. Next up: sunscreen. “I’m pretty good at tidying up behind me,” says Ms. Duque, who is about to move to the basement. Meanwhile, the food is in the kitchen.

The involvement of her family was one of the reasons Ms. Ngo started making dollhouse furniture in the first place. She also wanted to start her with a hobby. “My father and sisters had plenty of time during the pandemic,” she said. “I was afraid that if you stay home and do nothing, you would get depressed.”

The thing about a hobby, of course, is that you can spend as much or as little time doing it as you want. No problem if you don’t feel like painting, drawing or embroidering today. But the calculation changes, and with it sometimes the need for special equipment, when the pastime becomes a business.

Ms. Eisler works full-time from 9 a.m. to 8 p.m., often switching to Just by Jeanie tasks for an hour. The weekends are entirely dedicated to batik, an extremely labor-intensive activity.

Ms. Ngo spends at least a day every weekend making the tiny dining tables, chairs, doors, stoves, and refrigerators she sells on Etsy. Eventually, she bought a Glowforge 3D laser printer (prices start at nearly $ 3,000) after inevitably coming to the conclusion that what she’d done by hand with popsicles and cardboard was both labor-intensive and not was ripe for prime time. Her family works about 20 hours a week, and when Ms. Ngo is trying to get a big job done, her fiancé helps too.

For his part, Mr Neal, the cricket breeder who works up to 60 hours a week in his “real” job, is up at 4:30 a.m. every day to take orders and answer e-mails. “I am exhausted most of the time,” he said.

Regardless of fatigue, there is something nice about developing new skills. “It opened my eyes to dip my toe into entrepreneurship,” said Neal. “I had to solve customers’ problems, I had to do packaging and create a website. I found it really rewarding to cut through and make it possible without causing a disaster. “

Ms. Riffer, who had not previously seen herself as artistic and imaginative, is now rethinking. “Making soap,” she said, “was a way for me to be creative and make a useful product.”

And of course there is something very satisfying when people not only admire what you are doing, but admire it enough to part with some money.

“It’s positive reinforcement,” said Gail Saltz, a clinical associate professor of psychiatry at New York-Presbyterian Hospital.

“The overarching driver during Covid has been the need to find a place to play, soak in something pleasant when we are stuck at home with a lot of stress and no outside distractions,” said Dr. Saltz. “You are starting a hobby. And then, when people appreciate your hobby and say that it is worth something – those are bonus points. “

Occasionally, the hobby that turns into a sideline becomes a job. When Covid hit, David Angelov, a carpenter, was eager to find a pastime “that had nothing to do with others,” he said.

His mother is an experienced and dedicated gardener. Given their example, Mr. Angelov, 24, decided to start clearing the vines and scrub that surround the modern three bedroom home he shares with his father in Swampscott, Massachusetts. “I have an appreciation for nature and what it was like” here long before us, “he said.

One thing led to another: Mr. Angelov began researching plants in his region and the techniques for caring for shrubs. He built a raised bed and planted vegetables, brought in compost to improve the soil, pruned spirea and holly, and distributed wildflower seeds – all with very good results. “I realized I could make some money out of it,” Angelov said.

He created a business plan for his company, Plant Parenthood, last winter, now looks after 12 properties per week and fills out with a few individual projects. The ramp-up is slow, he added, “but gardening turns out to be more lucrative than carpentry.”

Still, for most, the hobby will remain the hobby. “At the moment I like to have embroidery as a sideline,” said Ms. Eisler. “I enjoy my full-time job very much and I was able to balance the two well.”

Ms. Duque, a freshman in high school, is keeping her options open. She sells themed gift bags on Facebook and Instagram, and her grapefruit and rosemary lotion and exfoliating coffee soap have done a lot of business Greisers, a market in Easton that just placed an order for rosemary-mint and cucumber-melon soap. Ms. Duque worked at a loss for a while because of some onerous research and development costs, “but I’m up about $ 320 now,” she said.

“It would be great to have a bigger business,” Ms. Duque continued. “I don’t expect it to be like Dove or anything, but the fact that I started something is very cool.”

For weekly residential property news email updates, Login here. Follow us on Twitter: @nytrealestate.

Annex Gaming making strides to downtown leisure

CHEYENNE, Wyo (Wyoming News Now) – Annex Gaming was welcomed to downtown Cheyenne less than three weeks ago. As an extension of the Geek Garage, Annex Gaming is bringing an innovative gaming option to Capitol City for the first time.

Annex Gaming offers 35 pre-installed games and homemade PCs for beginners or experienced gamers to take away.

“We got really good feedback from the community and from people who are really interested in something like this in Cheyenne. We’re the only one within nearly a hundred miles; There’s nothing like it in Fort Collins, nothing in Laramie, nothing like it in Western Nebraska, so we’re the first to do this in this market, ”said Hayden Hassinger, manager / graphic design director, Annex Gaming.

The Annex is a hub for gamers, regardless of whether they take part in a tournament or just hang out with like-minded friends. There are drinks and various game price options available for purchase. You can buy by the hour or buy a pass.

“We’ve got a really good response from the community and stuff, so we’re really excited. With that location it’s a little secluded and a little small, but I think a lot of people are flashy enough to say, ‘Oh hey, what’s that?’ And we want to continue to do that, ”said Hassinger.

The community supported the new store with over 50 people who attended the opening a few weeks ago. The Annex team is pleased that Cheyenne now offers a new socket and a comfortable space for all PC players.

Copyright 2021 Wyoming News Now. All rights reserved.

Who’s earning money in 2021? A have a look at hospitals and well being plans after Covid-19.

The Covid-19 pandemic rocked the health industry last year, but what can health systems and health plans expect financially?

Advisory Board‘s Natalie Trebes and Christopher Kerns sit down with Rachel Woods of Radio Advisory to discuss the financial outlook for health systems and health plans for the remainder of 2021 and beyond.

Read a slightly edited excerpt from the interview below and download the episode for the full interview.

Rachel Woods: The financial outlook is very different, not only because of the very specific conditions of the crisis we are going through, but also because one segment of the industry will not look like another. And even if you look at the same segments over the same time period, we still see differences. Christopher, how was the performance distribution on the hospital side of the industry?

Radio Advisory Playlist: Consequences with Financial Impact

Christopher Kerns: If we look at the numbers on sales development, margin performance and overall cash flow performance, we found that by the end of 2020 even the 25th percentile of high performers performed a little better than the year before, which I think surprised a lot of people, but also the 75th percentile of the performers.

So what we saw was a growing gap between the haves and the haves when it came to hospitals and health systems. The larger, financially stronger organizations thus fared better and extended their lead over smaller organizations.

Well, that’s not true across the board, there have been a number of large organizations that have struggled and there have been a number of smaller organizations that have thrived, but by and large we have seen an expansion of the performance in 2020 that we have have not seen several years.

Forest: And what is your prediction of how this gap will change over time? Do we expect it to continue expanding or maybe move back to where it was in 2019?

Kerns: I would expect at least some stability of this gap, if not an increase in the course of the year. And one of the main reasons for that is the huge cost increases we’ve seen down the line – labor, materials, technology – and these will hit disproportionately smaller businesses that either don’t have the financial cushion or, frankly, the flexibility to handle them To bear costs or to adopt different personnel, supply or technology models. So I think we will see a slightly larger expansion between the haves and the haves in the course of 2021, and probably through 2022 as well.

Forest: Natalie, is the problem of having and not having the same problem with health insurance?

Natalie Trebes: Yes, I don’t think it’s that extreme, or rather, I think there are the have-a-little and the have-many rather than the haves and the have-nots, but the big variable for the plans is theirs Enrollment mix. And I think it’s worth teasing this out based on the health plan type.

Vendor’s financial outlook: continued recovery in volume – but modest margin gains and large volatility across the board

The big national plans you see now are making headlines for their massive gains, there is a reason; With their different companies, they are particularly well positioned for such school shifts. Most of them have really sizable Medicaid businesses. So they were willing to take some of that decline in employer coverage right into their own business, rather than lose it to other plans. In my opinion Cigna and Centene are both interesting outliers there; Cigna is pretty heavily focused on the commercial space, Centene is pretty heavily focused on the Medicaid space. But in general, the extremely high profit margins may be causing a stir right now, but these are blind enrollment shifts. And again, they’ll pay back the discounts later.

Forest: What about plans that are a little smaller? I think like a regional blues plan, what do we see there?

Trebes: Well, in my opinion the blues plans are particularly special, they are usually very difficult in the employers’ area, both self-financed and fully financed. And I make this distinction because it’s worth noting that a fully funded business is more profitable than a self-funded business.

Therefore, a decline in employer coverage can be particularly painful for them compared to nationals, who are largely self-financed. And then again because of this mix, they had less opportunity to capture this new Medicaid registration.

And finally, they are deeply integrated into their local market. So any kind of regional variation of what was going on with the economy or Covid policy will hit them more dramatically. So if we look at the blues, there is a range of about 12 percentage points in the margins over the blues from minus 5% to 7% positive. So the haves and the have-nots really play out in the blues room.

Forest: And what about the even smaller plans, I think the local ones?

Results of the strategic planner survey 2021 2021

Trebes: This is where the differences in portfolio and geography become even more extreme, but on average these plans have tended to increase enrollment in the government sector, and particularly Medicaid and individuals.

I want to highlight the vendor sponsored local plans because they have this entire arm, the hospital system, that struggled at the start of the pandemic. And so I think a lot of them felt they really needed to focus on maintaining that low of care.

So they may not come out at the end of the year even if they’ve had growth at Medicaid or individuals in the same place as some of these national plans.

Forest: And all of this really comes back to back up our point that the headlines are on the attention grabbing story but won’t capture all of the differences between hospitals, between healthcare systems, or across the industry.

I’m surprised we haven’t talked about Medicare Advantage yet. And I think that’s because it’s really away from discussions that revolve around things like employment and insurance. What Happens in Medicare Advantage for Plans?

Trebes: So I think the really big story that is not talked about that much is the shifts. The growth of Medicare Advantage is really critical to plans right now for several reasons. It’s not tied to business cycles, so it’s a bit isolated from all of the rest of the churn we see everywhere else.

The margins are extremely high and it really is the only way that new growth plans have. So they get enrolled in Medicare Advantage by switching from traditional state Medicare to their own, while in other businesses they have to steal that market share from other plan competitors.

Huge Display Leisure Group Making Huge Strikes Ahead

BEVERLY HILLS, Calif., June 3, 2021 (GLOBE NEWSWIRE) – Big Screen Entertainment Group (OTC: BSEG) is ramping up development and production.

The Los Angeles-based company will see revenue grow through its successful streaming channel Big Stream, which operates on a Hulu-style ad revenue and subscription model.

Founded 18 months ago, the Roku channel and online streamer with hundreds of hours of content from the big screen library and that of its partners, as well as original programming, has increased its audience by 325% year over year.

Money also brings a merchandising partnership with the lifestyle and retail brand The Princess Network, which sells elegant tiaras and other princess fashions for women of all ages in addition to a new line of royal pet clothing, thereby opening up the lucrative pet products business – an industry with total sales of over 100 billion US dollars in 2020. (

Big Screen has developed a number of new TV series and film projects, including three animated films for family audiences, and was recently in production for the upcoming live-action Christmas film Santa4Real, directed by award-winning The Deka Bros.

The company’s new TV series include Avenger Field, an action show about the real Women Service Airforce Pilots (WASPs), Shadow Kat, a crime series, Singularity Principle, based on the film of the same name and about quantum time travel, along with a crime intelligence show in the CSI style, a children’s adventure series on the subject of the environment and a futuristic medical drama.

With a constantly growing range of development and a growing creative team, BSEG is in discussion to set up a film fund to bring a number of in-house projects to the screen. The upper management is currently in discussions with several investment groups about this film fund.

All of this recent activity is overseen by Kimberley Kates, Big Screen’s chief executive, who said, “The company’s future has never been so bright. The quality of our projects and the incredibly talented team that works in the company is very exciting. We used Covid’s time to regroup, create and develop a number of exciting IPs that I believe will take BSEG to the next level. “

Other news:

Updated financial reports and other management reports are currently in the works to bring the company up to speed.

About Big Screen Entertainment (BSEG)

Big Screen Entertainment Group (OTC: BSEG) is an established sales and production company based in Beverly Hills. Founded in 2005 based on a love of storytelling, the company specializes in production, post-production and sales in the US and internationally. It continues to grow and evolve into new commercial models in an ever-changing media world.

Forward-Looking Statements: A number of the statements in the press release are forward-looking statements made under the safe harbor provisions of the Private Securities Litigation Act of 1995. These forward-looking statements involve a number of risks and uncertainties, including the timely development and market acceptance of products and technologies, competitive market conditions, successful integration of acquisitions and the ability to develop additional sources of financing. When used in this press release, words such as “may,” “plan,” “estimate,” “expect,” “intend,” “may,” “potentially,” “should” and similar expressions are forward-looking statements.

323.654.3400 or

Photos related to this announcement are available at

Sierra Leisure’s unique creators is likely to be making one thing new

On Saturday, YouTuber “Space Quest historian“Announced that Ken and Roberta Williams – founders of Sierra Entertainment – were making a new game. This message first came to him under dubious circumstances: via Twitter DM, from the third developer involved in the project, Marcus Mera. He looked skeptical, but Ken Williams then confirmed the story himself in response to the video ScreenRant.

While the game cannot be officially announced yet – in part because it still only contains “scratch graphics” – a “Preventive FAQ” has been shared on Facebook, allegedly by a friend of Williams on his behalf.

For those hoping for a revitalized Sierra, Williams “has no idea” if this is the start of a new business. He says he’s “happily retired” and, according to the FAQ, is more excited about developing a game than building a business.

Sierra Entertainment was originally founded in 1979 as On-Line Systems (then Sierra On-Line) and is best known for the series King’s Quest and Gabriel Knight. Sierra is also known as the editor of Half-Life, the game that gave birth to Valve as we know it today. The brand continues to exist under Activision to re-release some of their older games after a series of acquisitions and mergers, but the Williams had both left the company by 1997.

Despite what some might say, point-and-click adventure games are far from dead backbone and Lacuna is out this year, and genre favorites like Wadjet Eye have been releasing for over ten years. Even so, for fans of the most traditional adventure games, it can only be thrilling to see how their original designers may come back on the market.

The goal is to release it in November (“but that’s probably not realistic”) for Mac and Windows.

DoorDash and Uber Eats Are Scorching. They’re Nonetheless Not Making Cash.

Food-delivery companies did record-breaking business during the pandemic, as millions of homebound Americans embraced the idea of ordering dinner via smartphone apps. Their valuations skyrocketed. They acquired reams of data that helped increase their efficiency. There was just one problem: Even at the height of their success, they weren’t making any money.

“You really need to optimize things to the cent,” said Pierre-Dimitri Gore-Coty, the global chief of Uber’s delivery business, which includes Uber Eats.

At the height of the pandemic, DoorDash delivery workers made more deliveries in an hour, on average, than in previous years.


Alexi Rosenfeld/Getty Images

Delivering food is an expensive logistical undertaking. Apps earn money by charging restaurants a percentage of the order, as well as by charging consumers a service fee. They then dip into those earnings to pay drivers, their biggest expense.

After accounting for advertising costs and refunds to customers, among other operational expenses, DoorDash on average is left with 2.5% of a customer’s overall bill, according to a

Deutsche Bank

analysis. That means DoorDash ended up with 90 cents on the average order during the height of the pandemic, worth around $36.

The math isn’t pretty, but it’s the best in the industry. While DoorDash hasn’t posted an annual profit in its eight years of operation, it slipped out of the red for one quarter last year, becoming the only food-delivery company in the U.S. to do so during the health crisis.

Feast or Famine

An average DoorDash order during the pandemic* cost the customer almost $36, out of which the delivery company made less than $1 in profit.

Food: $24.04

Tax: $1.82

Tip: $3.54

Fees: $6.15

Total: $35.55

The delivery person takes:

Delivery fee: $5.37

Tip: $3.54

Total: $8.91

After paying the restaurant and delivery person, DoorDash is left with:

Remaining: $4.85

Refunds: –$0.49

Promotions: –$0.55

Advertising: –$1.01

Other costs: –$1.90

Profit: $0.90

Food: $24.04

Tax: $1.82

Tip: $3.54

Fees: $6.15

Total: $35.55

The delivery person takes:

Delivery fee: $5.37

Tip: $3.54

Total: $8.91

After paying the restaurant and delivery person, DoorDash is left with:

Remaining: $4.85

Refunds: –$0.49

Promotions: –$0.55

Advertising: –$1.01

Other costs: –$1.90

Profit: $0.90

Analysts don’t expect the companies to turn profitable for at least a few more years. For now, they say, they’re looking for the industry to prove that it can continue to grow and improve profit margins, even as diners return to restaurants.

“This is a cost-intensive business that is low-margin and scale driven—that is absolutely correct,” said DoorDash Chief Operating Officer Christopher Payne.

Executives at DoorDash and Uber have spent the past year testing what they hope will be the secret sauce. They want to raise customers’ average order size by expanding into more lucrative offerings like groceries and alcohol; bundle nonperishable goods with food to drive down delivery costs; and use technology to reduce errors by restaurants and drivers, translating into fewer refunds.

Some rivals doubt that diversifying into new categories and slashing operating costs is the key to profits. Grubhub, which pioneered online ordering for restaurants for pickup or delivery by the food business’s employees and reluctantly embraced delivery to ward off competition from DoorDash and others, is set to be acquired by European giant

Just Eat

NV next month. It says it intends to go back to its roots as an online marketing service for restaurants.

Food delivery “is and always will be a crummy business,” Grubhub Chief Executive

Matt Maloney

said. As restaurants recover, Mr. Maloney believes more orders will shift away from app delivery, but online ordering will remain popular, whether for pickup or for transportation by the restaurants’ own personnel. Grubhub’s advertising service, he said, will hold the key to its future profitability.

Grubhub is skeptical about its competitors’ varying bets. “Everyone else in the industry is doubling down on their logistics plays and talking about how smart they are and what a great technology company they are,” Mr. Maloney, the CEO, said. “I think the right choice is to be a better restaurant company.”

A game of seconds and cents

Shaving seconds off a transaction can mean the difference between an order that adds to or subtracts from the bottom line. The companies have used lessons learned over the past year to improve efficiency and reduce some operational costs.

DoorDash driver Mark Ferguson says the app now makes more efficient use of his time—something he noticed when he started delivering food again in March after a yearlong hiatus. The app matches him with restaurants closer to the time orders are ready, cutting his waiting time.

The 47-year-old, who has logged more than 6,000 DoorDash deliveries since 2015, also saves time en route to deliveries because the company has integrated Google Maps into its app interface for drivers. Previously, if he wanted to use Google Maps he had to toggle between the two. Deliveries have become smoother, too: So-called Dashers are asked to upload photos, which customers can see, showing where they leave the food, reducing reports of missed orders.

Online orders accounted for nearly half of Chipotle’s sales last year, up from 11% in 2019.


David Paul Morris/Bloomberg News

“The way that I spend my time as a Dasher changed,” said Mr. Ferguson.

Deutsche Bank says that DoorDash drivers made 44% more deliveries in an hour at the height of last year’s pandemic lockdowns compared with three years earlier.

There are still plenty of roadblocks along the apps’ route to profitability.

While early data show that consumers who embraced the apps during the pandemic may stick around as the health crisis fades, growth is expected to slow from the breakneck pace of 2020.

More than 70 U.S. municipalities or states, seeking to help local businesses, temporarily capped what apps could charge restaurants last year during the pandemic, according to the Protect Our Restaurants advocacy group. Major cities are considering making those changes permanent, a move that would squeeze apps’ already slim margins.

As road traffic increases and restaurant kitchens run at capacity again, operational efficiency may decline despite the measures app companies have taken. Some big chains are reducing their reliance on delivery already, raising menu prices on apps and investing in high-tech pickup services to drive more direct orders.


Chipotle Mexican Grill Inc.,

online orders accounted for nearly half of the chain’s $6 billion in sales last year, up from 11% in 2019. Delivery accounted for about half of those online sales, but emerged as the least profitable category.

Chief Technology Officer

Curt Garner

said Chipotle’s prices on delivery apps now average 17% higher than those in stores after company data scientists did market research on how much they could raise costs.

The company also found that more customers opted for online-order drive-throughs when they were available, Mr. Garner said. Chipotle is now building dozens of “Chipotlanes” across the country.

Food-delivery apps, mindful of restaurants’ pullback, have started altering their terms. Late last month, DoorDash said it would allow restaurants to choose from three commission rates, offering varying degrees of marketing and product support based on the selection. Uber is experimenting with something similar. Previously, restaurants didn’t have a choice. Some bigger chains used their scale to negotiate commissions as low as 15%. Many small restaurants paid apps as much as 30% of every order. Grubhub this month joined its rivals in saying it would build individual websites for independent restaurants for a monthly fixed fee, instead of extracting commissions on each order. The move is designed to give restaurants more access to consumer data, the company said.

Apps are also appealing to regulators. Uber and DoorDash representatives met in April with members of the New York City Council who were considering making 20% commission caps permanent. Uber argued that it is a smaller and better actor in the city compared with its competitors, according to a person briefed on the discussions. DoorDash told the lawmakers that it had discontinued certain practices, such as listing restaurants on its app without their permission, this person said. The Council is still considering extending the cap or making it permanent.

Bigger orders, fewer errors

DoorDash and Uber have spent the past few months positioning themselves to offer more than just food. Executives say the move gives customers reasons to keep coming back—and they believe the habit will stick. Together, the companies control over 85% of food-delivery sales in the U.S., according to market-research firm Edison Trends.

In the middle of last year, the two companies expanded to delivering groceries, alcohol and household supplies like toilet paper. Part of the pitch: the ease of ordering everything on one app.

DoorDash and Uber Eats have been looking for ways to encourage users to place grocery orders.


Michael Loccisano/Getty Images

Uber says that starting next month it will allow consumers to combine their food order with a convenience run from a nearby store. DoorDash is testing a similar feature.

A grocery or alcohol order is typically more lucrative than food, so apps can drive up people’s basket sizes and, in turn, their revenue. They can also get “better and better about upselling,” said Mr. Payne, the DoorDash COO. Now, he said, apps can ask: “Do you want fries with that? Do you want a Cabernet Sauvignon with that?”

Non-restaurant orders accounted for 7% of DoorDash’s orders in the first quarter of 2021, and grew at a blistering pace of 40% compared with the fourth quarter of 2020. Earlier this month, the company raised its full-year outlook on the total value of orders placed on its platform.

The strategy is also helping apps drive down their biggest expense: the cost of the delivery itself. Food-delivery apps couldn’t always wait to combine a tiny order with a more lucrative one because hot meals needed to be delivered quickly. Executives say expanding into nonperishable items is letting them bundle deliveries in a way they couldn’t with food alone.

Analysts say food-delivery penetration is still low despite last year’s rapid adoption—only 6% of the U.S. population uses DoorDash, the nation’s biggest food-delivery service by market share—so “outside of a city like New York, it’s still very early days,” Deutsche Bank analyst

Lloyd Walmsley


DoorDash leapfrogged its rivals to command more than half of the U.S. food-delivery market in January, up from one-third a year ago, thanks to a strong footprint in the suburbs that drove large, family-style orders, a wider selection of restaurants and better operational efficiency that helped it win business from consumers.

Delivery-app companies are seeking profits in part by expanding into alcohol sales, which tend to be more profitable than restaurant food orders.


Allison Dinner/REUTERS

An open question is whether its suburban footprint will continue to serve as an advantage. Drivers have more ground to cover, but deliveries can be faster because of less traffic and shorter wait times, such as less time spent trying to find parking or taking elevators to restaurants or customers’ apartments. Labor is cheaper too.

Another way the companies burn money is by refunding consumers. Sometimes, small product changes can make a big difference.

Uber’s Mr. Gore-Coty was struck at how many consumers complained about missing combo meals during the early months of the pandemic. When he dug into the problem, he found that in fact, major parts of the combos generally arrived, but often missed items like a side salad or dessert.

The app didn’t allow consumers to say that one of the items within the combo was missing, leaving Uber to refund the cost of the entire meal. Last summer the company began allowing consumers to break down items missing from a combo.

To minimize errors, apps are tweaking the technology they provide restaurants, too. Before the pandemic, the item most commonly missing from

Cheesecake Factory Inc.

delivery orders was cheesecake itself. Restaurant staff would pack hot food but leave cold cheesecakes to be packed later. That increased the likelihood that staffers would forget about the cheesecake.

DoorDash’s solution was to integrate reminders into the restaurant’s delivery tablets so orders with cheesecakes displayed notes in big, bold letters. The change reduced missing desserts as staffers were less likely to overlook them when they handed orders to Dashers. DoorDash says cheesecake is no longer its most-forgotten item.

GrubHub will start giving independent restaurants the option of paying a flat monthly fee for online-ordering websites, instead of commissions on orders.


Mariah Tauger/Los Angeles Times/Getty Images

DoorDash used what it learned from the Cheesecake Factory to minimize errors at other restaurants as orders surged. It began placing instructions from customers, such as no cucumbers on a salad, in a larger font above the order so kitchens saw it before preparing meals.

“A lot of it has to do with tech placement—bold versus red versus other things,” said Toby Espinosa, a DoorDash vice president who previously worked with restaurants on the technology. “A small little thing like this can drive a crazy amount of operational output.”

Grubhub is developing a customer guarantee for its orders. If a delivery is late, for example, Grubhub will cover the cost and offer customer credits, even if it’s the restaurant’s fault, Mr. Maloney said. Mr. Maloney said he expects his business to make money once restaurants are operating at full capacity and profitable again, allowing them to spend more on advertising services such as Grubhub.

Seeking new customers and clients

Apps are seeking ways to attract new users without overspending on advertising dollars—another drag on their bottom lines.

Uber’s Mr. Gore-Coty is relying on its ride-sharing app to attract new Eats users. Last month, Uber introduced new features that further entwined its ride app with its delivery business so it could drive up Eats orders as people begin moving around again.

One feature enables passengers to book and pick up meals while en route somewhere in an Uber. The company began pinging passengers requesting trips from airports, asking whether they would like food delivered to their destination through the Eats app.

Some 13% of Uber Eats’ new users in the fourth quarter navigated to it from the rides app, making executives confident that the number would accelerate after the latest changes.

Apps are also trying to find ways to convert more users into monthly subscribers. Subscribers pay the apps a fixed monthly fee in exchange for reduced fees on orders. They tend to order more frequently and have bigger basket sizes compared with nonsubscribers.

Demand for food delivery has soared amid the pandemic, but restaurants are struggling to survive. In a fiercely competitive industry, delivery services are fighting to gain market share while facing increased pressure to lower commission fees and provide more protection to their workers. Video/Photo: Jaden Urbi/WSJ

Both Uber and DoorDash are offering free trial subscriptions, hoping consumers stick around once they buy into the convenience. Deutsche Bank estimated in January that if DoorDash doubled its monthly subscribers this year, it would post yearly growth, even if order sizes and frequency fell to pre-Covid levels.

DoorDash’s shares are up nearly 50% from its IPO listing price in December. Uber’s shares crashed in mid-March of last year, when widespread lockdowns crushed its core ride-sharing business, but have more than doubled since then. Grubhub’s stock lept after the Just Eat acquisition announcement last year and continued to grow last year, but has cooled since.


How has the pandemic changed the way you use delivery apps? Join the conversation below.

One strategy that is helping Uber and DoorDash drive more profitable deliveries is handling the logistics for businesses beyond restaurants. While the companies struck some partnerships before the pandemic, they doubled down on the offering as many kinds of businesses grew more reliant on delivery during the pandemic. Customers order directly on those businesses’ websites, which then turn to apps like Uber and DoorDash to fulfill them. DoorDash now provides delivery services for

Walmart Inc.,

Macy’s Inc.


Petco Health and Wellness Co.

, among others.

These orders are more profitable because apps don’t need to refund consumers for errors, nor do they need to spend money on marketing. Clients like Walmart bring big business, meaning drivers typically carry more than one order at the same time, lowering apps’ delivery cost.

Deutsche Bank’s Mr. Walmsley estimates that DoorDash makes a profit of $2 on such a delivery, as opposed to the 90 cents it made on the average food order in the middle of last year.

In such setting, even minor gains in efficiency can mean the difference between losing and making money: “It’s a game of seconds and inches,” Mr. Walmsley said.

Write to Preetika Rana at and Heather Haddon at

The Next Act for Delivery Apps

Copyright ©2020 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

Rising airfares and lodge charges are making holidays dearer

Passengers wearing face masks as a preventive measure against the spread of Covid-19 are seen on an escalator at Orlando International Airport.

Paul Hennessy | LightRocket | Getty Images

The number of people returning is increasing. So are the prices.

Airfares and hotel prices rise as the highest number of travelers return, hit beaches, mountains, and visit friends and family after being cooped up for a year since the pandemic began, in the highest numbers.

Even the cost of a road trip is rising as gasoline prices hit their highest level since 2014.

Most of the rock bottom prices seen in the depths of the pandemic were in the rearview mirror in early spring. Now airlines and hotels are preparing for a busy summer, and a surge in bookings is driving prices even higher. On top of that, airlines don’t fly as much as they did before the pandemic, so travelers can expect full flights.

US domestic tariffs are up 9% since April 1, while international tariffs are up 17%, according to a study by Bernstein published this week. And the tariffs continue to rise.

“For domestic travel, the June line is closer to prepandemic levels than it was last year,” the report said.

Southwest Airlines This week leisure prices have approached 2019 levels.

Many travelers, like Diana Desierto, are eager to visit friends and family they haven’t seen in months.

The 40-year-old speech pathologist who lives in Baltimore hasn’t seen her parents, sister, brother-in-law, and nephews in Oakland, California, or her brother, sister-in-law, and a niece and nephew in Seattle since Christmas 2019.

“I have a 12-year-old nephew who had a crazy growth spurt,” she said. “The last time I saw him he was little. And [now] his voice is low. “

Desierto paid $ 344 for a one-way trip to Seattle and a connecting flight to Oakland in July. She used southwest frequent flyer miles to travel home. She said the tariff going west was roughly the same as the prices she had been used to for years, although she briefly thought that “maybe no one is flying and it would be cheaper”.

Another contribution to the increase in tariffs is that the airlines are reintroducing the strict rules for their more inflexible and cheapest tariffs, which are known as the basic economy, according to Samuel Engel, head of aviation practice at consulting firm ICF. Airline executives hope travelers will avoid such fares and buy standard bus tickets, which are more expensive.

Airlines lifted the rules of the pandemic to bring much-needed travelers on board as airlines suffered record losses.

“To loosen up the rules in basic economics, I’m basically giving you a $ 30 to $ 50 discount,” Engel said. “The purpose of Basic is not to sell Basic Economy, but to get you in the door and make it clear to you that you don’t want it.”

Another thing that drives up the cost of a trip is that more and more attractions like theme parks are reopening. Covid-era capacity restrictions and even masking guidelines (except during air, train and bus travel) will also be lifted.

Destinations that had less to offer than normal for about a year. Airline executives say beach, mountain, and other outdoor destinations have been and continue to be popular with travelers.

The price of a hotel in some popular travel destinations is even higher than it was before the pandemic.

Hotel prices in Cancun, Mexico were around $ 205 a night in early May, according to hotel data provider STR. That’s up from just $ 45 a year ago and $ 160 in 2019. Hawaii was about $ 269, down from $ 122 last year and $ 263 last year.

But with more reopening, other cities are recovering. Hotel prices in Orlando were $ 107 per night in early May, up from $ 62 a year earlier, but still below $ 133 in 2019.

Even New York City, which plans to reopen Broadway theaters in September and now has indoor dining, is recovering. At $ 123 a night last year, rooms jumped to $ 151 in early May – still well below the $ 269 nightly rate in 2019. STR estimates room rates in New York City will rise to an average of $ 163 per night from June through August.

Prices and hotel rates are still largely below 2019 levels as business travel and most international travel are largely absent. This will keep prices under control in the future as well.

Some travelers have other concerns besides price: crowds.

Tom Snitzer, 64, a retired real estate developer and currently a professional wildlife photographer from the Chicago suburb of Arlington Heights, said he recently flew to Atlanta to graduate his son’s medical school.

He said it took 40 minutes to reach airport security. The Transportation Security Administration is working hard to hire more screeners ahead of the busy summer travel season.

“Everyone is wrapped up like sardines,” he said.

Snitzer said his travel plans are flexible, but he plans to avoid major tourist attractions, including popular national parks.

“Everyone in the world has been cooped up,” he said. “The biggest trick is to avoid everyone else and find places off the grid so we don’t get trampled by tourists.”

– CNBCs Nate Rattner contributed to this story.

Photo voltaic panels: How lengthy will it take to start out being profitable?

More and more people are investing in solar. Is it worth it for you?

Sarah Tew / CNET

According to data, solar systems are expected to increase by 30% in 2021 IHS Markit. Before deciding to invest in solar for your home, however, it is important to know how long it will take to pay for the initial cost.

Solar systems for residential buildings cost an average of $ 20,000including the panels, other associated hardware, manpower, and more, although that number can vary dramatically depending on your location and the number of panels you have installed. So how long does it take for the initial investment to balance before you can start saving real money? We’ll show you how to estimate the payback period for solar modules.

Continue reading:: 5 things you need to know before buying solar panels

Solar Panels: Are They Worth It?

A payback period is the time it takes to get your original investment back. Solar panels can save you enough money on your energy bills over time to offset the up-front costs. How much you save per month depends on the size of your solar system, how much energy your home uses, and other factors.

The calculation of the payback period is unique to your circumstances due to the variability of the upfront costs and the difference in energy costs depending on the location. Here are some guidelines that you can use to gauge when you will break even.

Determine your upfront costs

First of all, you need to estimate what your initial investment will be. Along with system costs, you should factor potential installation costs and other charges into setting up your service. Check Estimates in your area and go from there.

Tax incentives make all the difference

Homeowners can get a one-time payment Tax credit of 26% on the purchase price of a solar system. If the initial investment in a solar panel in your area is typically around $ 20,000, the tax credit would make you $ 5,200 next time file your taxes.

In addition, some utility companies offer incentives and discounts for installing solar energy. Check with your local utility company to see if they offer incentives.

Look at that:

Like introducing particles into the stratosphere just …


Find out how much you are paying on your electric bill

This estimate assumes that you get all of your electricity from solar energy. While some households will be able to get 100% of their electricity from solar energy or even return excess energy back to the grid, others will still have an electricity bill to supplement the usage. This varies greatly from house to house, depending on the number of solar panels installed, normal energy consumption and much more. Get more tools here to help you calculate your home’s potential savings.

Now that you know how much energy you are saving, sign up with your electricity company and average your recent utility bills. If possible, go back at least six months to allow for seasonal temperature changes and other fluctuations in costs. Let’s say you get 100% of your usage from the panels and you currently pay an average of $ 125 per month in utility bills, or $ 1,500 per year. Now you have the information you need to estimate the payback time for solar panels.

Calculate how long it will take for your solar panels to pay off

First, multiply the cost of your solar panel by 0.26. This is the tax credit you will receive for installing your system. If you initially spend $ 20,000 on this, your tax credit will be $ 5,200. That reduces your initial investment to $ 14,800.

Now let’s consider the energy savings. Divide your initial investment by the $ 1,500 you would typically pay the electricity company per year. This is how long it takes for your savings to match the amount you spend. Using the example above, you would divide your initial investment of $ 14,800 by $ 1,500: The result is a payback period of just under 10 years.

This may seem like a long time on the surface, but solar panels can easily last 25 years.

You can further reduce your payback time by selling renewable energy certificates or RECs. These are measured in Megawatt hours of electricity that comes from a renewable source. Electricity companies have to buy some of their electricity from renewable sourcesThis means that you can save even more money by selling some of the energy produced by your solar panels.

Bring your home up to date with the latest information on automation, security, utilities, networking, and more.

Another important thing to note

Certain factors can extend your payback period. Before installing solar panels, you need to check the condition of your roof. Panels can have a lifespan of 25 years. So if your roof is not in tip-top shape, you may need to make improvements before installing solar panels. If this applies to you, make sure to add these costs to your original investment.

Overall, solar power can be an expensive endeavor, especially with up-front costs. However, the long-term efficiencies they offer can more than make up for the initial investment and result in savings for years to come.

More home energy tips to save money