Amid one other Covid surge, faculties and companies discover plans disrupted

A health care professional conducts a COVID-19 PCR test at a vacant testing site in Farragut Square on December 28, 2021 in Washington, DC.

Anna Money Maker | Getty Images

A Covid-19 outbreak on a cruise in Lisbon. Thousands of flights canceled. Colleges are going far away again.

It’s a new year, but the pandemic continues to cause many of the same massive disruptions in American life that it has had for nearly two years.

The most recent culpable variant is that omicron trunkthat is highly transmissible and tends to elude protection from vaccines. For the past week, a seven-day average of new daily infections with the virus topped 386,000, doubling from the previous week, according to CNBC analysis of data from Johns Hopkins University. Rates are likely to be even higher as there are delays in reporting the holidays and an increase in home testing, which may keep cases off officials’ radar.

The rise in new Covid-19 cases means that attempts by companies and schools to resume normal operations after the holidays are again being turned upside down.

Companies postpone their return dates to the peak of the cases, including Chevron, Apple, Google and Over.

Dozens of colleges have announced that they are moving their courses online. Harvard University announced that it will remotely relocate much of its work and learning for at least the first three weeks of January.

“Please know that we are not taking this step lightly,” Harvard officials said wrote in a letter to staff and students. “This is being triggered by the rapid rise in COVID-19 cases locally and across the country.”

There are other schools that are also making the change The University of Chicago, George Washington University and Columbia University. Many colleges will likely require students to get their booster vaccinations in the spring as breakthrough cases become more common.

Local school districts across the country are also rethinking their plans. Some districts are switching back to distance learning or hybrid learning, while others are trying to reduce the children’s stress on each other by having students attend classes on a changed schedule with no lunch breaks.

Although there has been an explosion in Covid cases in New York City, the largest school district in the country, the school system will open as scheduled on Monday. The district hopes Reinforce testing efforts To hold lessons in person. There are plans to double the pace of testing in both vaccinated and unvaccinated students. Students are tested even if they show no symptoms or have been in contact with someone who has the virus.

One concern is that people are returning from vacation and visiting family and friends over the holidays and have been unknowingly exposed to Covid.

As the rush home began, travel was turned upside down by both the virus and the stormy weather that has brought some planes to a standstill.

Until Saturday afternoon are more than 2,500 US flights was canceled, according to to the tracking service FlightAware. Some of the disruptions are also due to winter storms.

A cruise ship with over 4,000 people on board was stopped in Lisbon, Portugal, due to a Covid-19 outbreak among crew members, the AP reported on Saturday. The Centers for Disease Control and Prevention said On Thursday, Americans should avoid cruising regardless of their vaccination status.

– The Associated Press contributed to this report.

J&J plans to separate into two corporations, separating shopper merchandise and pharmaceutical companies

Health conglomerate Johnson & Johnson announced plans on Friday to spin off its consumer products business from its pharmaceutical and medical device businesses, creating two publicly traded companies. The news sent stocks up in pre-trading hours.

The separation will separate the Household Products division, manufacturer of patches, Aveeno and Neutrogena skin care products, and Listerine from its riskier but faster growing division that makes and sells prescription drugs and medical devices, including his Covid-19 Vaccination.

“After a thorough review, the board and management team believe that the proposed separation of the consumer health business is the best way to accelerate our efforts to serve patients, consumers and healthcare professionals, opportunities for our talented global community Create a team and drive profitable growth, and most importantly, improve health outcomes for people around the world, ”outgoing CEO Alex Gorsky said in a statement.

The company hopes to complete the transaction in 18 to 24 months. The Pharmaceuticals and Medical Devices division, which includes advanced technologies such as robotics and artificial intelligence, would keep the Johnson & Johnson name and keep J & J’s new CEO Joaquin Duato at the helm.

Gorsky told CNBC that the company has yet to set a name for the new publicly traded consumer business.

He said the decision to liquidate the company had been discussed by his board of directors since “it came” as it would present “tremendous opportunities” to stakeholders.

“It is in the best long-term interests of all of our stakeholders,” he continued.Squawk box. “” Our goal is to create two world leaders – a pharmaceutical and medical device business that has huge potential today … and of course the iconic brand consumer business. “

Duato will take on the role as planned in January. These segments are expected to generate sales of around $ 77 billion, while the consumer goods division is expected to sell around $ 15 billion in products this year, the company said.

His yet-to-be-named consumer products company will also inherit litigation arising from lawsuits over allegations that its Johnson’s Baby Powder causes cancer, allegations the company has vehemently denied.

Gorsky said the consumer division has four brands alone with annual sales of more than $ 1 billion. The separation will allow the company “even more agility” and “better opportunity to allocate capital,” he said.

J & J’s shares rose more than 3% in pre-trading hours following the announcement.

With Gorsky’s departure as CEO, J&J already went through a major transformation. He will remain in office as Executive Chairman of the new J&J, the company said.

In addition, the company planned to keep the total dividend “at least at the same level” after the change. J&J currently has a dividend yield of around 2.6%.

The announcement comes just a few days later General electrics said it plans to split into three separate publicly traded companies and to spin off its medical and energy divisions from the aviation division.

– CNBCs Berkeley Lovelace Jr. contributed to this report.

Chickasaw Nation unveils plans for an expansive resort-style vacation spot | Native Information

OKLAHOMA CITY – Chickasaw Nation Governor Bill Anoatubby today unveiled plans for a large resort-style property to be adjacent to the newly opened First Americans Museum. Located on the Oklahoma River near downtown Oklahoma City, OKANA Resort & Indoor Waterpark will be an over $ 300 million tourist destination set to continue the momentum of Oklahoma City’s economic development.

“Strong partnerships and diligent efforts among city and state officials as well as private institutions were an integral part of the launch of the First Americans Museum,” said Governor Anoatubby. “With this world-class First Americans Museum now operational, we are ready to shift our focus to yet another major tourism and hospitality venue. It is our vision that the OKANA Resort will be the experience for visitors not only from our region, but across North America and around the world.

“OKANA Resort & Indoor Waterpark was designed to complement the First Americans Museum’s focus on cultural experiences and connect visitors to other entertainment experiences along this established and vibrant part of the Oklahoma River.”

Announced plans detail the first phase of the project, which will develop approximately 40 acres of the 140 acres held by AICCM Land Development, LLC, a wholly owned subsidiary of Chickasaw Nation.

The resort hotel will feature an 11 story 404 room property offering guests luxury accommodations, river and lagoon views, and proximity to the heart of Oklahoma City and the Boathouse District. In the middle of the property is a 5 acre outdoor adventure lagoon for relaxing and playing, which consists of a main body of water and two smaller bodies of water – all lined with sandy beaches. A footbridge will span the main body of water so guests can easily move around the property. The resort will also include a 33,000-square-foot family entertainment center, over 100,000-square-foot indoor water park, 39,000-square-foot conference center space, a spa and golf simulator, and several retail stores and restaurants.

Chickasaw Nation’s Secretary of Commerce Bill Lance said collaboration between local and state governments and business leaders has made this type of investment possible.

“There is no doubt that an entertainment and lodging complex on this scale will be a major contributor to the exciting advances in Oklahoma City. The resort is expected to initially employ 400 people and the annualized economic impact for the first year is estimated at $ 97 million. In addition, estimates of the 10-year economic impact of this development are projected to exceed $ 1 billion, with full-time employment rising to around 700 to 800. ”

The development will also include a Native American Market and an amphitheater. The market offers First American artists a space to display works of art or other creations. The amphitheater and the outdoor lawn can accommodate around 1,500 people. These venues are designed to complement the museum’s program with local artist performances, festivals, lectures, and similar events.

Lance noted that a new Oklahoma River Cruises ferry dock, funded by a $ 4 million grant from the Federal Transit Administration, could easily connect the development to the Boathouse District. Additional access to the area will be possible through the system of paths from both the north and the south. Because the property is right on the Oklahoma River, visitors have a front row seat on the start line of the US Rowing National High Performance Center’s 2,000-meter course.

Wynne / Jackson, a Dallas-based real estate development company, assisted with development design for the entire project. The New York-based Aquatic Development Group is the hotel developer, while the Wisconsin-based ADCI is the hotel and water park architect. Benchmark Hospitality will operate the hotel and water park, which is expected to employ around 500 people. CallisonRTKL also assists with the master planning of the entire project and acts as the architect for the Native American Marketplace as well as retail and hospitality components. Johnson & Associates of Oklahoma City provided site preparation and ongoing support.

Project funding, including site rehabilitation, infrastructure and development, will come from both private and public sources. Public funding includes tax increase funds, MAPS4, federal transport grants and funds from existing general bond issues.

The plans presented today assume that the project will be completed in late spring 2024.

City and business leaders commented on the announcement of the OKANA Resort & Indoor Waterpark.

“The caliber of this development is world-class and truly worthy of America’s 22nd largest city,” said Oklahoma City Mayor David Holt. “The opening of FAM was only the first step in unlocking the potential of this location for our community. The announcement of the development plan shows how Oklahoma City can become an international destination for indigenous and indigenous culture. This development helps create a place where indigenous and indigenous peoples come together and a place where all people experience this culture. On behalf of the people of Oklahoma City, we are so grateful to the Chickasaw Nation for their vision and commitment to this project. Our mutual partnership is something that Oklahoma City values ​​very much. “

“We are delighted that the area around the First Americans Museum (FAM) is being developed with care and appreciation for the museum’s architectural integrity. Our new neighbors, AICCM Land Development, LLC, a wholly owned subsidiary of Chickasaw Nation, worked with and involved with FAM in planning the project. The FAM team played an advisory role throughout the process. Both the FAM and the surrounding communities will benefit greatly from the presence of the conference hotel and water park, ”said James Pepper Henry, Director and CEO of the First Americans Museum.

Roy Williams, President and CEO of the Greater Oklahoma City Chamber, said, “The number of dining and lodging options for all types of OKC visitors has exploded in recent years. And soon the OKANA Resort will bring an additional experience that complements our unique new museum. The economic impact of a commercial development of this magnitude, especially near the new park and the First Americans Museum, builds on the dynamism that has been achieved in our city in recent years. It pays homage to the “can do” spirit of OKC public and private sector leaders, including our partners in the Chickasaw Nation in particular. “

Oklahoma City Convention and Visitors Bureau President Zac Craig said, “With the world out of the pandemic, we expect competition in the Convention area to be intense for several years. But I can say with confidence that with world-class attractions for both vacation travel and convention companies, OKC is ready to rival any city in this region and beyond. The OKANA project is a welcome and exciting addition to OKC’s hospitality and entertainment portfolio and will further increase the economic vitality of our city. “

Walgreens shares surge on plans to spice up give attention to well being providers

Walgreens Boots Alliance‘s new CEO Roz Brewer said Thursday the drugstore chain will sharpen its focus on healthcare and make it the company’s “new growth engine”.

Speaking at a virtual investor’s day, she said the company’s nearly 9,000 stores in the United States will become places where customers can go to a doctor’s appointment, take medical tests, and seek advice from a nurse or pharmacist. These services will be under a new division of the company called Walgreens Health.

“This new Walgreens Health will make a difference and move us away from retail and just dispense drugs,” she said in an interview with CNBC’s Bertha Coombs. “It will be about the life we ​​lead and the life we ​​touch and the life we ​​can convey to doctors and clinicians in our buildings, both physically and digitally.”

Investors seemed receptive to Walgreens’ plan. Shares closed 7.4% on Thursday at $ 50.77. This year, stocks are up more than 29% so far.

Brian Tanquilut, a stock research analyst at Jefferies, said Walgreens achieved what many investors wanted Thursday by setting out how it will become a proactive player in healthcare.

“Right now people are saying, ‘This is a solid strategy and we’re giving you some credit for it,'” he said.

Walgreens plan is to open hundreds of primary care clinics, shake up the choice of in-store goods, and get stakes in multiple healthcare companies.

The company expects this strategy to pay off in the years to come. For the next year, adjusted earnings per share on a constant currency basis is expected to show flat growth, it said. However, growth will accelerate, so adjusted earnings per share will grow about 4% annually for the next three years. Beyond fiscal 2024, the company’s growth algorithm will result in adjusted earnings per share growth of between 11% and 13%.

Brewer referred to the companies Fourth Quarter Results as proof that Walgreens is built on solid foundations.

Tanquilut said the new vision for Walgreens is a notable linchpin.

“They’re turning the pharmacy into a health center,” he said. “Instead of relying on retail, the value driver is no longer controlling scripts [prescriptions] from the pharmacy. It actually provides care and makes the patient loyal to business. “

Expansion of the health system

It recently decided Invest another $ 5.2 billion in VillageMD, a primary care company that will operate clinics in Walgreens stores and is on track to go public in 2022. It also acquired a controlling interest in home health company CareCentrix and specialty pharmacy company Shields Health Solutions.

In addition to expanding health services, Walgreens will increase its cost savings target to $ 3.3 billion by 2024. The company decided to increase that target after saving $ 2 billion in costs, CFO James Kehoe said.

brewer took over the top management role from Walgreens in mid-March after serving as Chief Operating Officer of Starbucks and CEO of Walmart– owned by Sam’s Club.

She said the health care mission was personal to her. At the company’s Investor Day, she recalled the last months of her mother’s life as her family juggled medical bills, numerous doctors, and kidney dialysis appointments. The experience, she said, was “incredibly confusing and unwieldy and stressful”.

She said that distracted her family from what should have been the focus: enjoying the remaining time with her mother.

For so many Americans, this is the same experience – and one that Walgreens wants to solve by integrating primary care with pharmacies and freeing up more staff time to help patients.

A new look and feel in the stores

For the next several years, Walgreens leaders say consumers will see and feel the difference when they walk into neighborhood stores.

Walgreens said it will have 85 primary care clinics in stores by the end of the year. They will operate under the name Village Medical at Walgreens. By 2025, there should be at least 600 doctor’s offices in more than 30 U.S. markets, and 1,000 by 2027. More than half of them are in medically underserved parts of the country.

Walgreens Health Corners are being added in some stores and online. The retail space is occupied by medical professionals such as nurses and pharmacists who can advise patients and help them with the treatment of chronic diseases.

So far, Walgreens has opened 40 of them. By the end of this financial year there should be more than 100 and finally more than 3,000 in its branches.

Customers will be able to get other types of medical tests, such as pneumonia, strep, HIV, and sexually transmitted infections, said Walgreens President John Standley. He said the company already has pilots in place, including a test pilot for HIV in two states that expects sales of $ 26 million by fiscal 2024.

To give pharmacists time to answer customer questions, get vaccinations and other medical tests, Walgreens is opening centralized centers that fill out prescriptions and ship them to stores and homes, Standley said. It has already opened two centers in Dallas and Phoenix and plans to open an additional nine by the end of fiscal 2022, bringing the number of pharmacies served to around 3,900.

Before the store, the company’s merchandise will be “more healthy for you,” Brewer said in a CNBC interview. She said Walgreens had already seen consumers self-drawn to diet supplements and beauty products with a wellness outlook. She said more private label products will also be added.

She said Walgreens will take a close look at tobacco sales. It continued to sell cigarettes even after rival CVS Health discontinued the products in 2014.

Walgreens’ strategy is similar to that of Rivals CVS health – but with one big caveat. CVS is also an insurance provider. It Acquired Aetna in 2018 in a $ 69 billion merger. It also owns one of the largest pharmacy service managers, Caremark.

CVS has expanded its health offering in drugstores by opening emergency centers called MinuteClinics. It is turning hundreds of its stores into HealthHubs, where people can meet with a therapist, take a yoga class, or get help managing their diabetes.

According to Jefferies’ Tanquilut, CVS is pursuing a more holistic health strategy with Caremark, Aetna and their businesses. This creates natural synergies, he said, such as encouraging Aetna members to go to MinuteClinic for flu shots or urgent treatment. In addition, CVS has a “first mover advantage” by converting businesses into health goals.

He has a hold rating on Walgreens stock with a target price of $ 53, about 5% above current stock price. He has a buy rating on CVS stock with a target price of $ 95, about 12% higher than where the stock is currently trading.

On Thursday, Kehoe said that Walgreens lack of an insurance company can work to its advantage. He said the company is non-cash and focused solely on improving health outcomes. He also said Walgreens will have full-fledged primary care clinics, not the more limited services that MinuteClinic offers.

So far, Walgreens has signed agreements with Clover health, an insurance start-up from Medicare, and Blue Shield of California to provide health care services to more than 2 million members.

AJ Rice, a health services equity research analyst at Credit Suisse, said Walgreens hopes insurers will see them as “Switzerland” as their “partner of choice”.

He said CVS and Walgreens both have a great opportunity to turn retail pharmacies into collaborative healthcare touchpoints. However, he said companies need to prove they can attract people with clinical backgrounds and make the cultural shift.

It has a neutral rating on Walgreens stock with a price target of $ 48, including where the stock is currently trading, and an outperformance rating on CVS, with a price target of $ 100 above where the stock is currently trading traded.

Walgreens will look for growth in other areas as well. In the UK, boots stores are known for their wide range of premium makeup and beauty brands. Kehoe said retail traffic picked up again when the country lifted pandemic restrictions, making people more comfortable browsing the aisles and socializing.

Some of Walgreen’s beauty brands, No. 7, and Soap & Glory, are now sold by major US retailers, including target, Ulta beauty and Walmart. These brands are currently in a $ 750 million business and are expected to grow to $ 1 billion, Kehoe said.

Credit Suisse’s Rice said Walgreens executives have also hinted at reassessing some of the companies the company owns. He said investors would be watching to see if Walgreens will sell assets – like some of its international businesses – to fund some of its growth in healthcare in the US

More vaccine demand is still ahead

Covid-19 vaccines are expected to further boost business in the coming year. Walgreens administered 34.6 million vaccines for the fiscal year ended August 31. 13.5 million vaccines were administered in the fourth quarter, accounting for 21% of the total vaccines administered.

Walgreens estimates there will be 25 million Covid vaccines in the coming fiscal year as some people receive booster vaccinations and younger children are expected to qualify for the vaccinations.

But the company will also face a list of challenges retailers are currently facing. These include an increase in shoplifting, labor shortages and pandemic-induced supply chain confusion.

Walgreens is one example Closure of five additional locations in San Francisco for organized retail theft. It recently announced plans to raise the minimum wage to $ 15 an hour until November 22nd to keep up with other retailers who have raised wages or given perks.

Kehoe said the company was preoccupying the company’s health care business at a time when there was “a war for talent.” However, he said Walgreens has an easier time hiring healthcare professionals who know more about the company and “believe in the vision”.

This is ‘Jeopardy!’ champ Matt Amodio’s plans to speculate his winnings

Matt Amodio, whose prolific run on “Jeopardy!” As this week ended, CNBC said Thursday it had no risky investment plans for its profits.

“I have the boring answer. I will invest and hold for the long term,” continued Amodio “Quack on the street.”

Before Amodio lost on the episode that aired Monday, Amodio won 38 straight games on Jeopardy!, The second-longest series in the trivia show’s history, behind Ken Jennings, who won 74 straight games. Amodio closed with a total profit of $ 1,518,601 – pre-tax of course.

On the show, Amodio played with an aggressive style, looking for Daily Doubles and placing big bets if he found them. He doesn’t seem to want to take a similar approach to his “Jeopardy!” Payday.

“I’m not involved in day-to-day trading. It’s too much for me to keep track of things,” said Amodio, an Ohio native who works in Computer science at Yale University. “But index funds paired with a small amount of bonds with annual rebalancing, how can you go wrong, right?”

“Danger!” Contestant Matt Amodio during a taping of the popular game show.

Jeopardy Productions Inc. via AP

Amodios $ 1.5 million is the third largest sum won “Jeopardy!” during the regular season. Jennings holds the top spot at $ 2.52 million, and James Holzhauer, who won 32 straight games in 2019, ranks second at $ 2.46 million.

Although he often won out of control, Amodio told CNBC that he wasn’t completely shocked by his “Jeopardy!” Streak is over now.

“A bit surprised, but not too surprised. I expected that moment 38 times before my 39th game and every time before that I won by chance,” said Amodio. “But I knew it was always a possibility.”

Amodio’s attention-grabbing run to “Jeopardy!” coincided with a moment of transition for the long-running TV show trying to find a permanent replacement presenter for the late Alex Trebek.

After a number of innkeepers, including CNBC’s own David Faber, Mike Richards was Appointed permanent host in August. But he was ousted, and later also removed as the show’s executive producer, after offensive comments he made resurfaced about Jews, women and people with disabilities.

Worker Retention Plans: Are You Throwing Your Cash Away?

The battle over how to keep the toothpaste lid open isn’t really about the lid. This is a strange place to talk about retention, but it will make sense. Stay with me.

What is it really about

Struggle is really about lack of respect, care, love, support, or not being heard. The lid is the symptom, and the emotions that flow under it lead to the root of the problem. Employee retention is the same.

The lack of engagement and high turnover rates that are so costly to businesses are the symptom of a bigger problem, but unfortunately the root of the problem is not addressed. If the real problem isn’t addressed, it doesn’t matter how good your loyalty plan is, it won’t work and you will be throwing money away.

Where to start

When we think of people who are passionate about their calling or cause – entrepreneurs and volunteers are great examples – we see that they work long hours for little or no salary. They do it because it is so important to them. It’s a bigger part of them, and that’s what a lot of companies are missing.

Employees can live out at least part of their purpose through the companies they work for, but if they can’t see how they do it with their job, they don’t have the same thing engagement as they would otherwise. That means they’re much more likely to look elsewhere.

So instead of pumping money into loyalty plans, what if companies instead started by developing a compelling vision that gets their employees to lean on them when communicating, and then defining the values ​​that guide that vision?

These two things give people a reason to get excited about the company they work for, and since the values ​​are at the forefront of all activities, employees also have clear and very simple guidance on how to behave and what to do should means doing the right thing in the company. When people know they are doing the right thing and everyone else around them is doing the same thing, they will feel more confident and satisfied. Which means they are much more likely to stay. I recognized this through my business trip with my company Kardia.

Take it to the next level

If companies then put money into developing programs that help their employees define and understand their own personal values ​​and how those values ​​align with their work, loyalty would be higher because each person could clearly see how and why that is Company they work for matches them personally and also helps them realize their bigger vision for their lives.

In addition, they could better measure their personal and professional progress towards their goals. And why should they want to go in that case?

Storage problem solved!

Then all you add to a loyalty plan is the icing on the cake and makes it even sweeter to stay around.

Packing

Loyalty plans work much better when they start in the right place. So before you allocate more budget to your budget, ask yourself: Do your people understand the broader vision for the company? Is this vision compelling? Does everyone on your team live by your values? If you answered no to any of these questions, start there. Then develop your retention plan.

Author: Christian Hiscock

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Osaka plans indefinite break from tennis after shock US Open exit

The Japanese Naomi Osaka will compete in the third round against the Czech Marketa Vondrousova in her tennis match in the women’s singles in Tokyo 2020 in the Ariake Tennis Park in Tokyo on July 27, 2021.

Tiziania Fabi | AFP | Getty Images

Naomi Osaka’s US Open defense ended in tears after a staggering loss to Leylah Fernandez before announcing an indefinite break from the sport.

The defending champion served for the match in the second set but surrendered, leaving the 18-year-old storming at the stunned Arthur Ashe Stadium for an impressive 5-7 7-6 (7-2) 6-4.

It was a surprise end to her first Grand Slam back after she retired from the French Open and Wimbledon due to mental health issues.

The future of the 23-year-old in the game must now be in doubt after saying she won’t play “for a while”.

In her post-game press conference, she held back tears and said, “It’s very difficult to articulate. Basically, I feel like I’m at this point where I’m trying to figure out what I want to do and I honestly don’t know when I’m going to play my next tennis match.

“I think I’ll take a break from playing for a while.

“How should I say this? I feel to myself lately when I win, I don’t feel happy. I feel more like a relief. And then when I lose, I feel very sad. I don’t think that that’s normal. I didn’t really mean to cry. “

When asked what caused the defeat, she added, “I don’t think it was her serve because I was able to come back pretty well against people who have served better. I don’t think that’s the cause because i was in this situation before.

“I think we are all dealing with some things, but I know that I am dealing with some things.”

It was Fernandez’s biggest win, the world’s number 73 career, and one that will usher in a fourth-round meeting with 2016 champion Angelique Kerber.

The 18-year-old Canadian said during her on-site interview: “I probably wanted to stay on the pitch a little longer and offer everyone a show. One hour on the pitch was just not enough for me.” .

“Right from the start, just before the game, I knew that I could win.

“I didn’t focus on Naomi, I just focused on myself and what I had to do.”

Kerber continued her resurgent summer by defeating Sloane Stephens 5-7 6-2 6-3.

The German announced she had to sleep in Flushing Meadows on Wednesday night when Storm Ida caused her match to be canceled late.

She said, “I mean we got canceled very late. I thought we could go straight to the hotel. But it was impossible because of the storm and rain and stuff.

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“We stayed here until 3:30, 4 in the morning. I was trying to get some sleep because I had the game yesterday, as well as a few hours later. Yeah, that was my Wednesday night at the gym.”

Simona Halep fought to beat Elena Rybakina, but last year’s finalist Victoria Azarenka was beaten by Garbine Muguruza.

Halep’s season was marred by injuries and the Romanian is playing with heavy suspenders on her right thigh, but she saved four setpoints in a remarkable tie-break in the first set and finished strong with a 7-6 (13-11) 4 -6 6-3 win .

The ninth seeded Muguruza turned out to be too strong for Azarenka. The Spaniard prevailed 6: 4, 3: 6, 6: 2 to prepare another blockbuster fight against the French Open winner Barbora Krejcikova.

One day after cheering on husband Gael Monfils for a second-round win, fifth-seeded Elina Svitolina made it into the fourth round with a 6-4 6-2 win over Daria Kasatkina beating American Danielle Collins 6-3 6- 3rd

Flea Type’s Brittany Cobb has large Fort Price plans on the Stockyards and Resort Drover

Fort Worth discovers Brittany Cobb’s energy and creativity.

The Dallas-based entrepreneur opened her third store in Fort Worth in July.

Cobb is the CEO of Style Concepts, the Deep Ellum-based company that spans their retail, e-commerce and hospitality concepts Flea style, Heirloom Haul, Game Day Style and their newest, Wide Brim and the Bungalow.

Wide Brim is a hat and small goods store that opened in July at the new Hotel Drover, an autograph collection Marriott hotel designed for Fort Worth with rustic luxury decor. The drover opened in March in the Mule Alley area of ​​the Stockyards Historic District, which is undergoing a $ 175 million renovation.

A signature personal wardrobe accessory for Cobb, Wide Brims hats are decorated with new and vintage materials and retail for $ 148 each. Stetson is doing a pink to add to the selection.

Flea Style, Cobb’s fifth store, opens in October in a prime location on Mule Alley next to the Lucchese Bootmaker Store. The Fort Worth Flea Style will have a mini heirloom haul drink and snack bar, not the full menu of the other tea rooms.

This Stockyards store will also have a 20 foot hat bar with 10 stools for customers to sit on and create.

Cobb has also added hat bars to its Deep Ellum and The Star stores in Frisco.

The Deep Ellum store serves as the headquarters of Style Concepts. But a building next door will be ready early next year to house the growing workforce and online business that Cobb and its employees built last year to get through the worst months of the pandemic. Online has caught on and will more than double this year, she said.

The newest Flea Style Store will also have an expanded home decor section selling home accessories and loungewear and other items in the bungalow.

The Bungalow is her third Fort Worth store, a 1,900-square-foot, four-bedroom, nine-person home that she has just bought and converted into a vacation rental. The home is 4.5 miles from the Stockyards and their two shops on Mule Alley.

Brittany Cobb, founder of Flea Style, stands in front of the Fort Worth bungalow that the Dallas-based company is converting into a vacation rental.

Cobb grew up in Southern California and moved to Dallas in 2001 to study at Southern Methodist University. She had held shopping events by putting together her own flea market finds and hiring local artists and small businesses to sell their products. Founded Flea Style retail company in 2015, Cobb continued the concept of reusing used goods and discovering new artisans making home decor, jewelry and clothing.

In 2018 she opened her first store in Deep Ellum.

“We’ve really picked up speed in the past 23 months,” she said. “We’ve just tripled our team in the last month and a half. We are working on our new experience trade, which people seem to appreciate. “

Flea Style and the Heirloom Haul Tea Room located in Dallas Cowboys owner Jerry Jones’ The Star Development in Frisco opened two years ago in November, and Game Day Style opened there last year.

Cobb said she spoke to real estate contacts in Fort Worth about an expansion, but she needs to be in the right place. “We like to be near entertainment areas: Deep Ellum, The Star, and now the Stockyards.”

Bungalow vacation rental began with the idea of ​​saving money on hotels for extended staff visits in Fort Worth. It introduced a waiting list for reservations and 200 people signed up in the first 24 hours.

“I think we should buy a few more houses,” said Cobb. She decorates it with mainly vintage furniture finds. Likewise for the new shop, and she has just returned with a loot from the canton flea market for both of them.

With the Fort Worth home so close to the new Flea Style, she’s considering marketing the two together for stag and hen parties.

“My first love was interior design. The bungalow is the ultimate way to avoid all of these concepts, ”said Cobb. “It was a blast. Our customers will love it. “

Twitter: @MariaHalkias

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Block Island to Jamestown: Man plans 19-mile swim to lift cash for Clear Ocean Entry

JAMESTOWN, RI (WPRI) – An endurance swimmer will soon attempt to be the first person to swim 30 miles non-stop from Block Island to Jamestown.

Ben Tuff has been training Saturday swimming every day for a year to raise funds and awareness for the nonprofit environment Access to the clean ocean.

In August 2019, he raised more than $ 54,000 for the cause while swimming 23 miles non-stop around Conanicut Island.

“It gives something back to the environment and everything that has given me,” said Tuff.

Similarly, local Olympian Elizabeth Beisel plans to swim to Block Island to raise money for cancer research

Tuff said he swim because he saw firsthand the beauty and fragility of the ocean he loves.

“All my summers growing up in Jamestown has been this beautiful setting, this water and the clarity of the water and the cleanliness of the water,” he recalls. “When I heard about Clean Ocean Access, I said, ‘I have to do something for this group’ and at the same time I said, ‘I have to do something crazy and something that others haven’t done.'”

He hopes this swim will inspire people to donate to help keep Rhode Island’s waters clean and accessible.

“Aside from the things you can’t control like weather, waves, sharks, jellyfish, you can control up to a point, and through training and spending time, you can accomplish any goal,” added Tuff.

Tuff’s dedication to marine conservation and his passion for incredible achievement caught the attention of Australian tech company Ocean Guardian, maker of the world’s only proven shark deterrent that he will wear throughout his swim.

“It makes muscle spasms and they don’t like it,” Tuff explained.

Atlantic Shark Institute executive director Jon Dodd said nine acoustic receivers placed around Block Island detected four great white sharks at the start of this year’s research, but only 5% of the great white sharks were tagged.

4 great white sharks spotted around Block Island

Tuff said he will be stung by schools of jellyfish based on previous endurance swimming.

However, he will not swim in the sea alone. His friend will paddle the route next to him with support ships nearby.

Tuff plans to start swimming early Saturday morning and hopefully finish by the afternoon. There are access points where anyone can stop to celebrate their progress before meeting them at the finish line.

  • Point Judith: First observation point
    • Ben won’t be seen until 10am at the earliest, but plan to be there around 9am
  • Newton Avenue: Second observation point
    • Ben won’t be seen until noon at the earliest
  • Pier: Third lookout point
    • Ben can be seen at 12:30 p.m. at the earliest
  • Beaver tail: target point
    • Ben won’t be ready to swim until 1:45 p.m. at the earliest
  • Finish Line Party: Memorial Square

Titusville Playhouse plans growth to grow to be leisure district

In an amazing show by Moxie, the Titusville Playhouse decided to go big at a time when many similar performing arts groups are shrinking from the financial challenges posed by a pandemic.

The historic Emma Parrish Theater becomes the centerpiece of a venue that also includes plenty of space for outdoor concerts and creative use of two other neighboring historic buildings.

“I want to turn the Titusville Playhouse Entertainment District into not just a theater, but a travel destination for all of central Florida,” said Steven Heron, Executive Artistic Director of the Playhouse.

Fans of the 1905 Emma Parrish Theater needn’t worry about its fate.

“We’ll keep doing shows on the main stage because it’s a unique and special theater,” said Heron.

Travel:When cruise ships sail again, it is on board the Star Breeze from Windstar

Activities during the week from July 7th to 13th:Summer camps in Palm Bay, piano duels in Cocoa Beach

An additional theater with a rehearsal room, shops, offices, black box theater and open-air stage offers the opportunity for four different venues that offer changing programs throughout the year.

While the Playhouse was exploring expansion opportunities before the pandemic, it was COVID-19 that sealed the deal when Heron and his crew decided to go outside for some of the shows.

“That included a show under the awning of the Shuler auction that introduced us to the capabilities of the website,” said Heron.

“The tent is 60 feet by 150 feet,” said Heron.

Cliff Shuler’s widow, Debbie, is a fan of the Playhouse and helped sell it.

“She is so excited about the vision we have of building something that can be a shining example for central Florida,” said Heron.

In October 2020, the Titusville Playhouse produced outdoor shows under a tent, including

Heron plans to focus on this space for events from September to March to benefit from cooler weather and breezes, although the space could be used at other times of the year.

“We were planning the tent recently and there were 94 outside, but it was very comfortable under the tent with a great breeze,” said Heron.

The Playhouse also acquired two additional lots – a 1920s hotel and 1909 grocery store – at 312 and 314 Palm Avenues, adding nearly three acres to the company’s space.

“We plan to keep all the historic objects and still give them a nice facelift,” said Heron.

The 14 rooms of the hotel will serve as accommodation for foreign actors, theater interns, guest directors and creative people. The grocery store is being transformed into The Vault, a modern whispering pub that serves performers and guests to stop for a drink after a show.

These are ambitious plans for an organization that began in an old city garage in the 1950s.

“It was little more than a three-way lean-to,” said Heron.

Volunteers completed the fourth page and the young Titusville Playhouse opened with the performance of “King and I” on a dirt floor while the audience sat on kitchen chairs under a leaky roof. In 1981 the organization bought the 1905 Florida Theater, a former saloon and a hotel. A key contribution was JJ Parrish who provided $ 150,000, the foundation for the remaining fundraising.

“As a tribute, the auditorium was named after his mother, Emma Parrish,” said Heron.

The financing of the expansion begins with a capital campaign early next year. The Playhouse is working with three theater consultants to fine-tune the master plan.

“We will need community, government and business partners who will join this vision,” said Heron.

One of the main goals of the expansion is to create space for performances in addition to the theater.

“We’re talking to a country artist and the Space Coast Symphony for special performances at the new venue,” said Heron.

“One of my main goals is to provide entertainment for everyone in our community.”

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