Colonial-Fashion Residence On Cactus Highway Promoting For $430Ok

LEVITTOWN, PA – A home on Cactus Road in Levittown is currently selling for $ 429,900.

Located on Cobalt Ridge, this colonial house has 4 bedrooms, a spacious back yard patio and large living room. This home is the perfect size for small families and is located in the Neshaminy School District.

Owners will have the pleasure of using a cooking island in the kitchen that doubles as a cooking area. A small balcony gives the owners the opportunity to look out onto their backyard. Located near Colbat Ridge Park, families can always walk over for a day of fun and games outdoors.

The house, originally built in 1956, was completely rebuilt in 2002, giving it a multitude of modern innovations and styles.

For the full listing, read all of the additional details below.

  • Address: 53 Cactus Road, Levittown, PA
  • Price: $ 429900
  • Square feet: 2433
  • Bedroom: 4
  • Bathroom: 2
  • Listing Description: Welcome home to an absolutely stunning colonial home in the coveted Cobalt Ridge, Neshaminy School District. The pride of ownership is evident as soon as you approach the beautifully landscaped front yard of great attractiveness. The modern open floor plan overflows into the well-appointed dining area and upgraded kitchen with stainless steel appliances, granite countertops, and contemporary finishes. This house was completely reconstructed in 2002. Seller reviewed all listings Friday night 12-3

This offer appeared on For more information and photos, Click here.

Taxes aren’t the one purpose Elon Musk is promoting Tesla inventory

Elon Musk’s sales of Tesla Stock last week came as little surprise to those who followed its history potential tax burden of $ 10 billion to $ 15 billion on stock options granted in 2012. However, according to accountants, most of his sales don’t appear to be tax-related – which could mean he’ll be offloading far more shares than expected.

The options on Musk’s 23 million shares expire in August, which is the deadline for filing taxes with California and the Internal Revenue Service. Musk began exercising the options on November 8th. He exercised $ 2.5 billion in stocks and sold $ 1.1 billion of those exercised options to pay taxes.

“The common stock was sold solely to meet the tax withholding obligations of the reporter in connection with the exercise of stock options,” said a footnote from its Securities and Exchange Commission submission for November 8th.

On Monday, Musk sold an additional $ 930 million in shares to pay taxes on options he exercised on 2.1 million shares. This brings his total option exercise to approximately $ 4.6 billion and his shares sold to meet tax withholding obligations to $ 2 billion.

Most of the sales over the past week, however, were for another reason. Instead of selling by exercising an option, Musk began selling his existing shares. Auditors said it would be impractical for Musk to use these existing stocks to pay the tax on his options because they carry a much higher tax burden.

Musk’s options are taxed as normal income as they are considered compensation. The combined state and California rates could be up to 54%. The exercise price of the options is $ 6.24 per share, and Tesla’s share price was over $ 1,160 per share on Monday, so he would pay higher taxes – more than $ 10 billion on his earnings of over $ 20 billion U.S. dollar.

Read more about electric vehicles from CNBC Pro

Typically, executives sell the exercised stock immediately after purchase to pay taxes in what is known as the “cashless” exercise. Since the shares are sold immediately, there is no additional capital gains tax on the shares sold.

Since Musk’s sales were pure stock sales with little or no cost base as of Nov. 9, he would owe long-term capital gains taxes of up to $ 1.3 billion. Using these proceeds to pay option tax would amount to paying taxes twice – once on capital gains and once on options.

“It would not make sense for him to use this income for the option tax from a tax perspective,” said Toby Johnston, partner in charge of the Silicon Valley office of Moss Adams, an accounting, advisory and wealth management firm.

Musk acknowledged that the regular stocks are less tax efficient than selling the option stocks. “An attentive observer would find that my share sales rate (low base) significantly exceeds my option exercise rate of 10 billion (high base), closer to tax maximization than minimization,” he tweeted on Sunday.

Given the relatively high tax cost, why is Musk selling the non-option stocks? Tax experts and Tesla analysts say he will exercise the options before August, as their expiry would leave billions on the table, along with additional ownership of the company even after taxes are paid. That means he has billions left to exercise and billions to sell to pay taxes.

The $ 5.7 billion and any additional non-option stocks he sells are direct payouts. While he owes state capital gains taxes on the sales, he likely does not need to pay state taxes on the profits since he is likely now a Texas tax resident. However, the same rule does not apply to his option taxes as these are considered employee benefits and were earned during his stay in California.

Accountants say the sales are likely not to charity as he would have simply donated valued stocks instead of selling and paying a capital gains tax first. He could use the proceeds for Space X, its privately held space company, or for another private company. Or he might just want to take money off the table after years of being stock rich, cashless and borrowing his stock price to fund his lifestyle. Federal taxes are also likely to rise next year, which creates an additional incentive if he’s already thinking about a payout.

Whatever the reasons, Musk will likely end up selling way more than the $ 10 billion to $ 15 billion he needs in taxes. He conducted a Twitter poll on November 6th in which he asked his followers to sell 10% of his shares and said he would stick to the results. When he voted, 58% of respondents said he should sell 10% of his stock, which could add up to over $ 20 billion in sales.

“Taxes aren’t always the main driver behind investment decisions for people his level,” said Johnston. “It still feels like the puzzle is missing a piece that we may not know about.”

Elon Musk faces a $15 billion tax invoice, which is probably going the true motive he is promoting inventory

Tesla boss Elon Musk visiting the construction site of Tesla’s Gigafactory in Gruenheide near Berlin, Germany, 13 August 2021.

Patrick Pleul | Reuters

Tesla CEO Elon Musk faced a tax burden of more than $ 15 billion on stock options in the coming months, making a sale of its Tesla stock likely this year regardless of the Twitter vote.

Musk asked his 62.7 million Twitter followers over the weekend to sell 10% of his Tesla inventory. “A lot has been done lately with unrealized gains being a means of tax avoidance, so I suggest selling 10% of my Tesla stock,” he tweeted.

The Tesla boss said he would “stick to the results of this survey, no matter which direction it goes.” The results were 58% for the sell and 42% against, suggesting he will sell the shares.

Regardless of the poll results, Musk would likely have started selling millions of shares this quarter. The reason: an impending tax bill of more than 15 billion dollars.

Musk were granted options under a compensation plan in 2012. Since he does not receive any salary or cash bonus, his fortune comes from stock bonuses and the price gains from Tesla. The 2012 grant was for 22.8 million shares at an exercise price of $ 6.24 per share. Tesla stock closed at $ 1,222.09 on Friday, which means its earnings from the stock are close to $ 28 billion.

The company also recently announced that Musk has taken out loans with its shares as collateral, and with the sales, Musk may be looking to repay some of those loan obligations.

As Tesla noted in its 10-Q filing with the Securities and Exchange Commission for the third quarter this year, “If our common stock drops significantly, Mr. Musk could be forced by one or more banking institutions to sell. to sell Tesla common stock to meet his loan obligations when he couldn’t do it another way. Such sales could cause the price of our common stock to decline further. “

The options expire in August next year. However, in order to exercise them, Musk must pay income tax on profits. Since the options are taxed as benefit or compensation to employees, they are taxed on the highest ordinary income, or 37% plus the net investment tax of 3.8%. He will also have to pay the highest California tax rate of 13.3% as the options were granted and largely earned while he was taxable in California.

The combined state and federal tax rate is 54.1%. So the total tax burden on his options would be $ 15 billion at the current price.

Musk has not confirmed the size of the tax bill. But he tweeted, “Note that I don’t get any cash or bonus anywhere. I only have stocks, so I can personally pay taxes by selling stocks.”

With CEOs having limited windows to sell stocks and Musk likely looking to stagger sales over at least two quarters, analysts and tax experts expect Musk to begin selling in the fourth quarter of 2021.

Speaking at the Code conference in September, Musk said, “I have a number of options that expire early next year, so … a huge chunk of options will be sold in the fourth quarter – because I have to or they will expire.”

Musk could of course borrow more against his Tesla stock, which is now over $ 200 billion. Still, he has already pledged 92 million shares to lenders to raise cash. When asked at the Code conference about borrowing from such volatile stocks, he said, “Stocks don’t always go up, they go down.”

Musk is still collecting options beyond those granted over Tesla’s 2012 salary package. In March 2018, Tesla’s Board of Directors presented him with an unprecedented “CEO Performance Award” consisting of 101.3 million stock options (adjusted for the 5-for-1 share split in 2020) in 12 milestone-based tranches.

– CNBC’s Lora Kolodny contributed to this report.

three faculty mates constructed a $1 billion enterprise promoting used vehicles

Aaron Tan is on the way.

As a co-founder of a newly crowned unicorn and one of the Asia-Pacific fastest growing startups, the Carro CEO is now on the way to being listed on the stock exchange.

And with investors like Softbank coming on board, he has no plans to slow down.

“The question is, now that we’re down to $ 1 billion, how do we get to $ 10 billion? How do we get to $ 100 billion?” Tan told CNBC Make It.

I wouldn’t say I got my co-founders to start the company together …

Aaron Tan

Co-Founder and CEO, Carro

automobile – a play on the words “Autoheld” – is a Southeast Asian online car marketplace that was developed to simplify auto business with artificial intelligence.

Founded in 2015 by Tan and his college friends Aditya Lesmana and Kelvin Chng, it achieved the coveted $ 1 billion unicorn status in June after securing $ 360 million in funding. The deal brings the total capital to over half a billion dollars and brings Carro alongside major competitors such as Carsome from Malaysia and Germany Carmudi, in an industry that is worth it $ 50 billion, and the number is rising.

But as Tan explained, it was a journey there.

Driven to success

The 36-year-old’s entrepreneurial story began at the age of 13. As a teenager growing up in Singapore, the geek made extra money building and selling websites.

Later, however, while working as a venture capitalist in the United States, he saw the opportunity to combine entrepreneurship with his true passion: trading automobiles.

Aaron Tan, Co-Founder and CEO of Southeast Asian auto marketplace Carro.


“When I was a VC in the USA for many years, I remember very well, I met all kinds of automotive companies – your Beepi, your Uber, your DriveShift. What that showed me was the dynamics in the room, ”said Tan.

While the auto resale market was thriving in the US, it was not in Southeast Asia. It was known to be opaque as multiple middlemen made it difficult for buyers and sellers to get the best deals.

What we saw was the changing behavior of car ownership.

Aaron Tan

Co-Founder and CEO, Carro

Tan wanted to change that. When he returned to Singapore in 2015, he teamed up with his classmates from the Carnegie Mellon School of Computer Science to come up with an algorithm that would do just that.

“I wouldn’t say I got my co-founders to jointly start the company, but I think I sold the opportunity that this could be a lot more interesting than anything they did,” Tan said.

Enter a fast-moving market

The trio was on to something. In a region with a large and growing, digitally savvy middle class, price-conscious consumers are increasingly opting for used models.

“The growing middle class combined with low car ownership rates in Southeast Asia were really the main factors stimulating new car sales and this ultimately resulted in a buoyant used car market,” Justinas Liuima, senior research consultant at Euromonitor, told CNBC Do It.

Carro car marketplace launched Singapore’s first car subscription service in 2019.


Carro took advantage of this demand and in the following years launched its online offer for private individuals and wholesalers in Indonesia, Thailand and Malaysia. In the meantime, end-to-end financial services like lending, insurance, and aftercare have been added.

By 2019, inspired by streaming giants Netflix and Spotify, the company launched Singapore’s first car subscription service that allows users to lease a vehicle for a monthly fee, including taxes, warranty and maintenance.

“What we saw was the changing behavior of car ownership. The niche really was to find people who want that flexibility. And more importantly, they actually want to try new cars,” Tan said.

Navigating the pandemic

Then, in 2020, the pandemic struck. But what was a big hurdle for many start-ups turned out to be an opportunity for Tan and his team.

Concerns about hygiene and personal safety led to a new demand for private transportation. And with closed borders and a global scarcity of microchips restricting auto production, used car sales soared.

Covid has definitely contributed to accelerating our entire digitization internally and externally.

Aaron Tan

Co-Founder and CEO, Carro

“Covid has definitely helped to accelerate all of our digitization internally and externally for the general public,” said Tan.

The company’s various initiatives included a contactless “Showroom Anywhere” concept that enabled prospective buyers to view and test cars without direct human interaction. Instead, they could access the vehicle in a public parking lot by entering a contactless QR code.

From March 2021, Carro had sales of $ 300 million – 2.5 times higher than last year. The six-year-old start-up says it is now profitable.

The path to an IPO

However, this growth comes against the backdrop of increasing scrutiny of the auto industry.

Transportation makes up almost a quarter (24%) of the global CO2 emissions, of which 75% make up road vehicles. And even if governments and automakers make plans to abandon traditional internal combustion engine cars with electric vehicles, many existing gas guzzlers are simple exported to developing markets.

For his part, Carro said it played an important role in the transition to more environmentally friendly modes of transport.

Carro says it is helping the transition to greener modes of transportation by allowing buyers to test new cars such as electric vehicles.


“Our job is to enable this recycling or reuse of the vehicles in the shortest possible time. And the second part of it is that [electric vehicles are] a strong tailwind for us, because that promotes change. For a platform like us, we strive whenever the market changes, “said Tan.

Sustainability will be one of the many things on Tan’s agenda as he sets out to get his company public within the next 18 to 24 months. With regional expansion, AI developments and acquisitions, one thing is certain – it will be an eventful trip.

“Between now and then [we need to] Prepare the company, controls must be in place, people must be in place, compliance must be in place, “said Tan months from now.”

Do not miss: How this 32-year-old couple is putting the multi-billion dollar fashion rental industry in order

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‘More money’ scheme: What’s it, the way to keep away from falling for it when promoting objects on-line

The former 8-On-Your-Side reporter was a potential victim but untangled the plot and reached out to Better Call Behnken to get the word out


Posted: 8/24/2021 / 6:10 PM EDT
Updated: 8/24/2021 / 6:10 PM EDT

TAMPA, Fla. (WFLA) – Retired 8 On Your Side Reporter Peter Bernard was trying to sell a piano so he reached out to eBay. One buyer was interested, but there was a catch.

Bernard asked for $ 250 for the piano. But the buyer sent a check for $ 2,750 and asked him to transfer $ 2,400 to the Venmo account of an alleged moving company that would then pick up the piano.

“If I had gone through with this, I would have lost the $ 2,400 and it would have been extremely embarrassing,” said Bernard, who untangled the plan.

Old septic tank safely removed from the St. Pete yard after the tow truck driver crushed it and tried to fill the hole with debris

He has called Better to call Behnken to warn others not to fall for it. If someone wants to buy something that you sell online and offers to send you extra money so you can pay someone else, it is illegitimate.

The gist of the scheme is this: it can take a few days for the bank to determine that a check is bad. By then, the victim would have sent the crook real money. If the check pops up, the victim is hooked for the entire amount.

In this case, the check appeared to be from a hospital, which confirmed that the check was forged.

4 months after buying an SUV from Carvana, the Riverview man still has no permanent tag, no registration

The name on the envelope was a woman in Spokane, Washington. This woman, Lauren Camp, says she is a victim of identity theft and this is not the first time she has heard her name have been used in a possible system.

“Someone tried to buy something worth $ 6,000 in New Zealand,” she said.

Someone else, she said, tried to buy a $ 12,000 truck in her name.

Native children promoting jewellery to assist elevate cash for Afghan refugees

Local children sell jewelry to raise money for Afghan refugees

A local family spends the week selling jewelry to raise money for Afghan refugees.

A local family spends the week selling jewelry to raise money for Afghan refugees.

The Cakaj family makes clay necklaces, hand-studded bracelets and much more. You will find the handmade item in the Mount Pleasant Farmers Market on Saturday, August 21.

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The idea came to them after a successful similar fundraiser they had a few years ago that raised money for families and children incarcerated on the US-Mexico border.

“A couple of weeks ago, our mother told us that some Afghan families were coming to Washington, DC, and she told us that we might be able to do a jewelry sale for them,” said Sebastian Cakaj.

He and his sister Olivia work hard to help these families in need.

“We make a lot of jewelry, so we have some pieces that we used to make, but we didn’t start making some until Monday when the Afghan crisis got more on the news.”

TIED TOGETHER: 10 members of the Afghan girls’ robot team safely evacuated

The proceeds from the sale of her homemade jewelry will go to Lutheran Social Services of the National Capital Area, one of the largest organizations in the DMV that helps arriving Afghan families.

The Cakajs hope to sell all of their jewelry to raise $ 250.

How Primark makes cash promoting $3.50 T-shirts

August 21, 2021

S.Go for a $ 100 shopping spree and you can grab a pair of Levi’s jeans or half a Hermès tie. Or you could stop by Primark and stock up a closet. The fast fashion discounter, expanding from Europe into America, will whip you a t-shirt for $ 3.50 and pants for a ten. Such awards seem too good to be true to activists, who assume they can only be the result of rough edges in a sector marked by seedy labor practices. Rivals like Zara from Spain and H&M from Sweden, who were considered cheap before Primark, are already operating scarce ships and harshly pushing suppliers. What makes Primark so different that it can sell goods cheaper and still make money?

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A lot, it turns out. While Primark looks like it is in the same industry with its budget competitors, its business model couldn’t be more different at the seams. When making strategic decisions, the company has zigzagged while much of the apparel industry has zigzagged. While other companies are trying new approaches, such as For example, reorienting their business towards the Internet age, Primark has persistently adhered to a stack-it-high-sell-it-cheap approach that would sound familiar to the manager of his first store opened in Ireland in 1969. The strategy has limits especially when it comes to new growth. But right now – and despite one or the other pandemic – it is proving its worth.

The giants of fast fashion have grown through speed. From the 2000s, Inditex, which Zara is a part of, made a name for itself by boosting the metabolism of the clothing industry. In the past, buyers had to wait entire seasons for high street brands to emulate the new catwalk look. It took at least that long for fresh clothes to be made and shipped from distant Asian factories with long lead times. Zara stole a head start in the industry by making part of their collection in Europe so she could get designs in stores within a few weeks. Like a hot pair of heels, the business model was soon aped across the industry. When impatient consumers went online, Zara, H&M, and others rushed to follow them – not to mention the dubious economics of home delivery.

Primark, part of Associated British Foods, a £ 16 billion ($ 22 billion) conglomerate that also sells bread and Twinings tea, has remained on the slower track. The bet, by and large, is that buyers will accept being a little less up-to-date in exchange for big savings. Designs are simple to keep sewing costs down. Where fancier rivals boast that every store has a unique range of regularly updated merchandise, Primark orders millions of the same dresses months before they hit store shelves. That’s a lifetime in the age of Instagram influencers. But it makes Primark charge daisy prices.

This strategy allows the company to concentrate production in low-wage countries, particularly Bangladesh, where monthly wages in the apparel sector start at around $ 100. These are often the same factories used by other global retailers, which should highlight the criticism of Primark as an outlier in terms of labor practices. The company does reasonable things like limiting subcontracting and doing lots of audits to make sure working conditions are appropriate. And its slower approach means that off-peak fashion orders can be placed when factories are grateful for the work. Manufacturers know that in lean weeks they can keep their employees sewing Primark dresses while offering more lucrative short runs for less patient brands. Clothes are shipped to the end markets by slow boat.

The cost savings are passed on to consumers, with some left over for shareholders. Before the pandemic messed up all the books, Primark reported a gross margin – revenue minus the cost of things sold – of 41%. That is significantly less than 57% from Inditex or 53% from H&M. However, Primark’s economy extends to operating costs as well. It has relentlessly pushed down the cost of marketing and selling goods. If you take this into account, the result is an “EBIT” margin of around 12% – in line with the industry standard.

Some of this is due to common penny fox. While H&M spends 4% of total sales on marketing, Primark runs almost no ads. In an industry where discounts are often paid, which reduces margins, Primark assumes that prices are already low enough. Outside the UK, the stores are huge – on average almost six times the size of Inditex’s – and often in malls out of town, where rents are cheap. The mess they emit works: Primark sells around ten times as many items per square meter of store as H&M, according to Aneesha Sherman von Bernstein, a real estate agent. On a recent visit, a young shopper picked up 14 items in front of Schumpeter in line for the locker rooms.

Where Primark has strayed furthest from the fashion package is its refusal to sell something online that it does not consider feasible at its prices. This has kept margins high as the company avoided unnecessary spending on developing apps and fulfillment features. The lack of an online presence resulted in Primark losing up to 100% of sales as the pandemic closed stores around the world. Longer closures, particularly in the UK, where roughly half of its 380 stores are based, cost £ 3 billion in sales and perhaps £ 1 billion in profits.

A pipe dream or as clever as a turtle?

Primark’s cost-cutting strategy is so diverse that it’s virtually impossible for rivals to emulate, argues Sherman. Nevertheless, its peculiarities reach their own limits. The expansion of business limited to Europe and America feels icy to investors – but if you go faster, the model’s delicate economics may stop working. Critics wonder about the environmental sustainability of $ 1 panties. And new online rivals look ominous, particularly Shein, a fast-growing Chinese super discounter.

However, the queues outside Primark stores, which reopened after they closed, suggest that some customers can’t wait to splurge in person. Sales are now higher than they were before the pandemic, aided by the Covid-linked disappearance of some once terrible rivals like Topshop in the UK. In the world of fast fashion, slow, steady, and cheap can be a winning strategy.

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This article appeared in the business section of the print edition under the heading “Primarks Slow Fashionistas”

Ought to sufferers generate income by promoting their healthcare knowledge?

Emergency room overcrowding occurs when the demand for critical emergency care exceeds supply and poses a serious threat to safe patient care.

here Dr. Colin Dewar, Specialist in emergency medicine at University Hospitals Sussex NHS Trust, breaks down the main causes along with possible solutions.

What are the top causes of emergency room overcrowding (ED)?
Each emergency room is unique and crowding is a complex problem, but there is a helpful framework to categorize the three overarching causes of crowding.

First, as the population increases, so does the number of visitors to the ED. This rush has also been fueled by public health campaigns that focus on time-sensitive conditions such as heart attacks. In the UK, we have also seen a significant increase in ED visits after COVID. Input causes for ED crowing are therefore largely socio-economic.

There are then causes of crowding that are found once a patient has entered the emergency room. Bottlenecks arise from the fact that plants are often not equipped for the increased demand due to insufficient staffing or spatial arrangement. Many other factors can reduce patient flow resulting in overcrowding, e.g. other patients.

Finally, a reduced output of the ED can lead to overfill; this is more commonly referred to as the “exit block”. A shortage of inpatient beds in relation to demand can lead to a longer stay of the admitted patients in the emergency room. The exit block is often seen as the main contributing factor. Because of this, ED crowing is a hospital-wide problem and this must be taken into account when attempting to resolve it.

How does this affect patient care?
Overcrowding in the emergency room is the greatest threat to safe patient care in acute situations in industrialized countries. It affects patient care in terms of the quality of care they receive and this naturally affects patient outcomes.

ED crowing has been shown to be associated with higher staff workloads, delayed patient assessment, higher treatment costs, more frequent discharges of patients with high-risk clinical characteristics, poor infection prevention and control measures, and lower patient satisfaction, all of which are also associated with the likelihood of increasing reduce the patient’s compliance with their follow-up care plan.

This leads to lower patient outcomes, particularly in the form of high readmission rates, extended hospital stays, increased work stoppages, a higher frequency of medication errors and adverse events, and increased morbidity and mortality.

It is demoralizing for employees because they cannot provide the level of care they want when emergency rooms are constantly operated with needs that exceed both physical and human resources and capacities.

How has the pandemic affected this problem?
During the pandemic, attempts were made to keep patients out of the hospital whenever possible. This lowered admission rates for ED, but as the world normalized a bit there has been a significant spike in UK ED participation in the post-pandemic period and the challenge has come again.

The overcrowding has been compounded by the need to give patients adequate space to ensure safe care in the context of the pandemic.

It has shown the need for solutions that can be implemented in the short to medium term, as demand will only continue to increase, as it has in the last 20 years. And the main pressures that ED faces is the need for ED leaders to be actively involved in developing solutions to crowding. Emergency room corridors crowded with patients on carts and chairs should not be an accepted part of 21st century healthcare.

Where, if at all, is this problem currently being technically addressed?
While the implications for patient care are well known, previous solutions have been patchy and inconsistent.
In terms of technology, tools that allow superficial measurements of crowding to aid decision-making are such as: NEDOCS and ICMED For example, scores are available to emergency medicine executives, although their limitations and inadequacies are widely recognized.

Otherwise, the initiatives tend to focus on improving access to primary care and general practitioners as well as on alternative care models. All of them have their shortcomings. The Royal College of Emergency Medicine has consistently argued that the proportion of patients with poor visual acuity (who could be treated in alternative health care facilities) does not exceed 15% clinics or the increasing access to these clinics is likely to be limited.

Britain has also introduced goals such as all ED patients must be treated within 4 hours. This has increased the resources available for emergency doctors, but has not been able to keep up with the increasing demand from year to year.

Overall, this is an area where technological innovations need to be explored.

Can artificial intelligence and machine learning (AI / ML) help solve the problem?
I believe that only large data sets with AI / ML technology applied will be able to unlock the proactive modeling needed to tackle the overcrowding problem. KI / ML offers the promise of transforming the provision of acute services from the current reactive system to a proactive model.

To do this, we need a testable predictive tool for both emergency room needs and inpatient admission. This would be the first step in building a system that optimizes the resources available to meet the expected pressures, with a consequent reduction in ED crowding and the damage it causes.
Such a solution would transform care in emergency rooms and go a long way in ensuring safe and timely patient care while minimizing clinician burnout.

What role will technology play in this area in the future?
In the future, I see the advent of really advanced digital health technologies will also play a role in providing extremely rich, previously inaccessible information about patients’ physiological health (vital signs, etc.) in real time, as well as their exact location in the hospital. This could one day also supply ML-driven crowding models with this type of data, which could permanently change our understanding of what constitutes high-quality hospital care management.

ED crowding is therefore an issue in the healthcare landscape where the urgent need for change meets enormous potential for innovation. Therefore, now is the time to form an international consortium to capitalize on this convergence.

You work with electronRx, what are you doing in this area?
ElectronRx is a deep tech startup based in Cambridge, United Kingdom. They have an expert team of interdisciplinary scientists and engineers who develop a range of novel technologies to revolutionize patient engagement and support clinical decision-making, and take a consistently data-driven approach to the way we deliver health care and treatment of diseases to improve, to change.

With electronRx we are building an international consortium of emergency medicine executives who all work together passionately to overcome the long-standing, internationally recognized obstacle to high-quality patient care, ED crowding.

Our project aims to use their AI / ML skills to extract the value that lies dormant in a plethora of previously inaccessible healthcare insights across the hospital. Our goal is to create a holistic, AI-driven solution that delivers actionable insights with measurable results to fight ED crowing once and for all.

Home Cash: On line casino Operators Are Promoting Their Properties to Wager on Progress

Aria Resort & Casino, owned by CityCenter, is slated to be owned by Blackstone Real Estate.

Courtesy MGM Resorts International

Text size

Casino operators continue to sell their properties as their focus is on operating, not owning, real estate.

The latest example:

MGM Resorts International

(Ticker: MGM) said earlier this month that it would pay $ 2.1 billion for the remaining 50% stake in CityCenter on the Las Vegas Strip that it does not own so that it can then sell it.

CityCenter, which MGM Resorts has managed and is part of with Infinity World Development Corp. The Aria Resort & Casino and the Vdara Hotel & Spa owned 50% of the shares.

After the deal is finalized, MGM resorts will plans to sell these properties to fund-managed Blackstone Real Estate for $ 3.9 billion. MGM will continue to operate these properties.

More businesses of this type are likely, in part because they allow companies like MGM Resorts to raise capital to invest in projects aimed at greater growth.

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In a recent notice, real estate research firm Green Street wrote that “There are other assets in Las Vegas that operators could monetize at attractive prices in a post-Covid environment”.

Cedrik Lachance, director of REIT research at Green Street, recently told Barron’s that the pricing of the deal reflects the growing premium being placed on Las Vegas real estate. The city has benefited from an increase in leisure travel this year after a difficult 2020 due to Covid. Hotel occupancy was particularly high on the weekend.

Blackstone plans to acquire the two CityCenter properties for $ 3.9 billion, or 18.1 times the initial annual rent of $ 215 million MGM will pay. In other words, the reciprocal of this ratio – or the cap rate as it is known – is about 5.5%.

In contrast, if

Las Vegas Sands

(LVS) announced in March that it was the Venetian and other properties

VICI properties

(VICI) for $ 4 billion, the cap rate was around 6.25%, according to Lachance. In other words, the rental price for the latest deal is higher than Las Vegas Sands earlier this year. That undoubtedly reflects how much more uncertain things were for the city at the time regarding the Covid situation.

Still, according to Lachance, “the gambling business is very cheap for us, both public and private” – the public market is REITs.

Outsourcing real estate is not new to casino operators as they increasingly prefer an asset-light model in which they operate but do not own real estate.

MGM growth properties

(MGP), for example, was chosen as a path for

MGM Resorts International

Discharge real estate. In May it is Companies announced that it plans to sell the resort’s Springfield, Massachusetts property

MGM growth properties

for $ 400 million – the latest in a series of sales it made.

MGM Resorts International has the largest number of hotel rooms in the world Stripes.

Stocks of MGP Growth Properties, which are returning 5.6%, are up about 22% including dividends through July 14 this year, up from about 17% for the S&P 500. MGM Resorts International’s stock has gone down slightly better developed with a plus of about 27%.

VICI properties

owns, among other things, Caesars Palace on the Las Vegas Strip. VICI stock, with a yield of 4.2%, is down about 25% this year through July 14th.

Write to Lawrence C. Strauss at

This 30-year-old turned his facet hustle promoting yarn right into a 6-figure enterprise: ‘It is no cakewalk’

Sometimes it takes a major life event to point you in the right direction.

Last April, I spent my 29th birthday fighting Covid-19 in my bedroom. I had to quarantine my full-time job as a speech therapist at a Providence, Rhode Island hospital. This experience forced me to think about my future and what made me really happy in life.

While I enjoyed my job, I enjoyed working on my part-time job even more, Kenyan, Sale of hand-dyed yarn.

With the Pandemic drives more people to trade like knitting and crocheting (to relieve stress), Shopify sales soared. Gross sales jumped from $ 20,000 in 2019 when I started the sideline to $ 125,000 in 2020.

I loved working with clients and the community of knitting enthusiasts who also hand-dyed their own yarn. So I pondered my priorities long after my recovery from Covid.

Finally, in January 2021, after saving three months on the cost of living, I decided to quit my job and work full-time in Kenya.

That turned out to be a smart move. I’m well on my way to grossing $ 200,000 by the end of this year. My product prices are mostly between $ 28 and $ 35 – and I get between 200 and 500 orders in varying quantities per month.

As with most successful side businesses, it wasn’t a breeze. Here’s what I learned from turning my passion into a profitable full-time business:

1. Never say “I don’t have time”

If you’re not ready to put the hours in, don’t expect to make a lot of money off your sideline.

When I started Kenyarn, I dyed yarn in my kitchen every Tuesday and Saturday – the days I wasn’t in the hospital. At some point I did it when I got home from work. During work lunch, I sat in my car and updated the website with new photos and product lists from my phone.

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“Summer Sherbet”, Kenya’s unique color scheme, consists of 75% superwash merino wool and 25% nylon.

Photo credit: Kenya

I post on social media at least three to four times a week and have spent every day networking and making friends in the knitting community on Instagram. I also send weekly emails to subscribers announcing new articles and upcoming events.

Some people make side hustling look this easy, but your company gives you what you put in it. And when you start to see growth, you’ll work harder and smarter. Also be ready to make sacrifices; late nights and missed social outings were common in Kenya’s early stages.

2. Be willing to experiment and do not defend yourself against changes

First, I had a clear picture of my product – a consistent batch of standard spot colors available to customers at all times.

But that didn’t take long. I found that people had their favorite dyers because the DIY yarn dyeing business was so busy. So I experimented with making things that would stand out, like a “jumbo speckle,” a large paint splatter pattern over the yarn.

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Kenyon’s yarns have what he calls “jumbo speckle” – a large paint splatter pattern over the yarn.

Photo credit: Kenya

As I played around with various creations, I found that there were higher sales for limited edition patterns, especially those that revolve around exciting fantasy and pop culture genres. For Halloween this year I’ll be releasing a line called “Bad Girls Club”, which contains yarns inspired by female villains like Ursula from Disney’s “The Little Mermaid”.

3. Find your crowd and network with them

I’m in constant contact with other creatives selling similar products and creating similar content on social media.

Whenever I meet another yarn dyer, be it in person or online, I compare their business structure to my own and build a relationship. It helps to know the competition, but having a community of people with the same interests is just as valuable because it can lead to wonderful opportunity and lifelong friendships.

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Kenyon says its yarn business is well on its way to grossing $ 200,000 in sales by the end of 2021.

Photo credit: Kenya

When Kenyan was still a side business, I had set up stalls at several farmers’ markets and held suitcase exhibitions. The presence in the local craft scene and personal contact with people contributed to increasing brand awareness. I also got to know local yarn dealers who now have my products in their stores.

4. Be authentic

In just two years Kenyans Instagram Followers have grown to almost 17,000 followers. This contributed significantly to the increase in sales.

How did i do it First I made close contacts with popular yarn bloggers who introduced me on their websites and tagged me on Instagram.

I often share Instagram stories and posts that give people a behind-the-scenes look at my dyeing process. I’m very transparent about what it’s like to run my own company – the successes and challenges and even my weaknesses.

Your voice should always be authentic. Customers want to know where their money is going and what the people behind the brand stand for. For example, every year I run a fundraiser for charities that focus on the queer community.

I am incredibly happy that I can do what I love and at the same time give back something that is close to my heart.

Jake Kenyon is the founder of Kenyan, a hand-dyed yarn company. Follow him on Instagram @isthatkenyarn and visit his website at

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