Subscription and support revenue grew 13% year-over-year to US$46.8 million Professional services and other revenue in the quarter increased to US$7.5 million Annual Recurring Revenue 1 reached US$201.7 million , up 12% over the prior year Adjusted EBITDA 2 of US$10.4 million and Adjusted EBITDA margin 2 of 19.2% margin in the quarter Company increases Fiscal 2025 revenue guidance to $204 million to $205 million and increases Adjusted EBITDA guidance to $25.5 million to $26.5M million TORONTO , Dec. 4, 2024 /CNW / - D2L Inc. DTOL ("D2L" or the "Company") , a leading global learning technology company, today announced financial results for its Fiscal 2025 third quarter ended October 31, 2024 . All amounts are in U.S. dollars and all figures are prepared in accordance with International Financial Reporting Standards ("IFRS") unless otherwise indicated. "Our strong third-quarter results were highlighted by healthy growth in subscription revenue and significant margin expansion, driving substantial improvement in our 'Rule of 40' performance as we successfully balance growth and market share gains with improving profitability," said John Baker , CEO of D2L. "We continue to benefit from high win rates in our target markets as we navigate the broader macroeconomic conditions. We're making disciplined investments that support our goal of long-term market leadership, and have seen strong customer response and pipeline generation from our recently expanded product portfolio, including our AI offering Lumi and Creator+. These new products make learning experiences better and easier to create for our customers, leading to improved learning outcomes and better learner retention." Third Quarter Fiscal 2025 Financial Highlights Total revenue was $54.3 million , up 18% from the same period in the prior year. Subscription and support revenue was $46.8 million , an increase of 13% over the same period of the prior year. Professional services and other revenue was $7.5 million , an increase of $2.8 million from the same period of the prior year. During the current quarter, the Company recognized services revenue of $1.2 million from re-evaluating the completion progress of certain professional services engagements. Excluding this revenue, services revenue increased by $1.6 million over the prior year, and total revenue increased by $7.1 million or 15.2% year over year. Annual Recurring Revenue 1 as at October 31, 2024 increased by 12% or $21.6 million year-over-year, from $180.1 million to $201.7 million . Cash flow from operating activities was $11.4 million , compared to $15.3 million in the same period in the prior year, and Free Cash Flow 2 was $11.3 million , compared to $14.2 million in the same period in the prior year. Cash flow from operating activities for the 9-month period ended October 31, 2024 was $28.0 million , up 32% compared with $21.2 million for the same period in the prior year. Gross profit increased 22% to $37.4 million (68.9% gross profit margin) from $30.6 million (66.4% gross profit margin) in the same period of the prior year. Gross profit margin for subscription and support revenue increased to 72.7%, up 140 basis points from 71.3% in the same period of the prior year. Adjusted EBITDA 2 increased to $10.4 million (19.2% Adjusted EBITDA margin 2 ) from $2.1 million (4.6%) for the same period in the prior year. Excluding the additional services revenue of $1.2 million recognized in the quarter, Adjusted EBITDA and Adjusted EBITDA Margin would have been $9.2 million and 17.4%, respectively, for the three months ended October 31 , 2024. Income for the period was $5.5 million , compared with a loss of $0.4 million for the comparative period of the prior year. Strong balance sheet at quarter end, with cash and cash equivalents of $108.3 million and no debt. During the third quarter, the Company repurchased and canceled 68,600 Subordinate Voting Shares under its normal course issuer bid ("NCIB"). The Company has repurchased and cancelled 348,080 shares since the inception of the NCIB on December 8, 2023 . On December 4, 2024 , the Company announced that the Toronto Stock Exchange (the "TSX") accepted the Company's notice to launch a new NCIB, commencing on December 9, 2024 . 1 Refer to "Key Performance Indicators" section of this press release. 2 A non-IFRS financial measure or non-IFRS ratio. Refer to "Non IFRS Financial Measures" section of this press release. Third Quarter Fiscal 2025 Financial Results – Selected Financial Measures (in thousands of U.S. dollars, except for percentages) Three months ended October 31 Nine months ended October 31 2024 2023 Change Change 2024 2023 Change Change $ $ $ % $ $ $ % Subscription & Support Revenue 46,752 41,450 5,302 12.8 % 133,723 120,045 13,678 11.4 % Professional Services & Other Revenue 7,547 4,663 2,884 61.8 % 18,240 14,766 3,474 23.5 % Total Revenue 54,299 46,113 8,186 17.8 % 151,963 134,811 17,152 12.7 % Constant Currency Revenue 1 54,106 46,113 7,993 17.3 % 152,126 134,811 17,315 12.8 % Gross Profit 37,390 30,600 6,790 22.2 % 103,441 90,161 13,280 14.7 % Adjusted Gross Profit 1 37,964 30,778 7,186 23.3 % 104,439 90,622 13,817 15.2 % Adjusted Gross Margin 1 69.9 % 66.7 % 68.7 % 67.2 % Income (Loss) for the period 5,547 (387) 5,934 1,533.3 % 5,857 (4,105) 9,962 242.7 % Adjusted EBITDA 1 10,420 2,122 8,298 391.0 % 18,652 4,399 14,253 324.0 % Cash Flows From Operating Activities 11,420 15,318 (3,898) (25.5 %) 28,037 21,171 6,866 32.4 % Free Cash Flow 1 11,296 14,244 (2,948) (20.7 %) 27,567 16,009 11,558 72.2 % 1 A non-IFRS financial measure or non-IFRS ratio. Refer to the "Non-IFRS Financial Measures and Reconciliation of Non-IFRS Financial Measures" section of this press release for more details. Third Quarter Business & Operating Highlights D2L continued to grow its customer base in education in North America , including the additions of the Cincinnati State Technical and Community College, University of the Fraser Valley, and Prairie View A&M University . D2L continued to expand its international customer base, including XP Educação in Brazil and the main statutory body overseeing legal education and training in New Zealand . Signed new corporate customers, including Becoming Institute and the premier academic trauma surgery organization in the United States . Launched Creator+ natively integrated with H5P Group AS ("H5P"), offering an all-in-one solution for creating engaging courses with interactive content, video tools, dynamic analytics, and generative AI. Early adopters include the University of Hawaiʻi System. The Tambellini Group, the leading analyst and advisory firm focused on higher education, ranked D2L Brightspace highest among competitors for usability and innovation in the inaugural Tambellini StarChartTM 2024 for Learning Management Systems ("LMS") in higher education. Named a winner in the 2024 LMS Top 20 Company by Training Industry and a winner in the 2024 Learning Systems Awards for Best Enterprise LMS by Talented Learning. D2L Lumi was named a winner of the Tech & Learning Awards of Excellence: Back to School 2024 in the Primary and Higher Education categories. Announced a strategic partnership with Seesaw, the leading elementary Learning Experience Platform to enhance the K-12 digital learning experience. Financial Outlook D2L updated its previously issued financial guidance for the year ended January 31, 2025 ("Fiscal 2025") as follows: Subscription and support revenue in the range of $180 million to $181 million , implying growth of 11% at the midpoint over Fiscal 2024, an increase from previously issued guidance of $178 million to $181 million ; Total revenue in the range of $204 million to $205 million , implying growth of 12% at the midpoint over Fiscal 2024, an increase from previously issued guidance of $199 million to $202 million ; and Adjusted EBITDA in the range of $25.5 million to $26.5 million , implying Adjusted EBITDA margin of 13% at the midpoint, an increase from previously issued guidance of $22 million to $24 million . These guidance revisions reflect the Company's continued progress in balancing revenue growth with operating efficiency improvements. For additional details on the Company's outlook, including the principal underlying assumptions and risk factors regarding achievement, refer to the "Financial Outlook" section of the Company's Management's Discussion and Analysis for the three and 12 months ended January 31, 2024 (the "Annual MD&A"), as well as the "Forward-Looking Information" section therein, below and in the Company's Management's Discussion and Analysis for the three months ended October 31, 2024 (the "Interim MD&A"). Conference Call & Webcast D2L management will host a conference call on Thursday, December 5, 2024 at 8:30 am ET to discuss its third quarter Fiscal 2025 financial results. Date: Thursday, December 5, 2024 Time: 8:30 am (ET) Dial in number: Canada/US: 1 (833) 470-1428 International: 1 (404) 975-4839 Access code: 027545 Webcast: A live webcast will be available at ir.d2l.com/events-and-presentations/events/ The webcast will also be archived Forward-Looking Information This press release includes statements containing "forward-looking information" within the meaning of applicable securities laws. In some cases, forward-looking information can be identified by the use of forward-looking terminology such as "plans", "expects", "budget", "scheduled", "estimates", "outlook", "target", "forecasts", "projection", "potential", "prospects", "strategy", "intends", "anticipates", "seek", "believes", "opportunity", "guidance", "aim", "goal" or variations of such words and phrases or statements that certain future conditions, actions, events or results "may", "could", "would", "should", "might", "will", "can", or negative versions thereof, "be taken", "occur", "continue" or "be achieved", and other similar expressions. Statements containing forward-looking information are not historical facts, but instead represent management's expectations, estimates and projections regarding future events or circumstances. This forward-looking information relates to the Company's future financial outlook and anticipated events or results and includes, but is not limited to, statements under the heading "Financial Outlook" and information regarding: the Company's financial position, financial results, business strategy, performance, achievements, prospects, objectives, opportunities, business plans and growth strategies, including the Company's balance growth and profitability plan; the Company's budgets, operations and taxes; judgments and estimates impacting the financial statements; the markets in which the Company operates; industry trends and the Company's competitive position; and expansion of the Company's product offerings, including the impact of AI offerings on the Company's addressable market and revenue opportunity. Forward-looking information is based on certain assumptions, expectations and projections, and analyses made by the Company in light of management's experience and perception of historical trends, current conditions and expected future developments and other factors it believes are appropriate, including the following: the Company's ability to win business from new customers and expand business from existing customers; the timing of new customer wins and expansion decisions by existing customers; the Company's ability to generate revenue and expand its business while controlling costs and expenses; the Company's ability to manage growth effectively; the Company's ability to hire and retain personnel effectively; the effects of foreign currency exchange rate fluctuations on our operations; the ability to seek out, enter into and successfully integrate acquisitions, including the acquisition of H5P; business and industry trends, including the success of current and future product development initiatives; positive social development and attitudes toward the pursuit of higher education; the Company's ability to maintain positive relationships with its customer base and strategic partners; the Company's ability to adapt and develop solutions that keep pace with continuing changes in technology, education and customer needs; the ability to patent new technologies and protect intellectual property rights; the Company's ability to comply with security, cybersecurity and accessibility laws, regulations and standards; the assumptions underlying the judgments and estimates impacting on financial statements; and the Company's ability to retain key personnel; the factors and assumptions discussed under the "Financial Outlook" section of the Annual MD&A, and that the list of factors referenced in the following paragraph, collectively, do not have a material impact on the Company. Although the Company believes that the assumptions underlying such forward-looking information were reasonable when made, they are inherently uncertain and are subject to significant risks and uncertainties and may prove to be incorrect. The Company cautions investors that forward-looking information is not a guarantee of the future and that actual results may differ materially from those made in or suggested by the forward-looking information contained in this press release. Whether actual results, performance or achievements will conform to the Company's expectations and predictions is subject to a number of known and unknown risks, uncertainties and other factors, including but not limited to the risks identified herein, or at "Summary of Factors Affecting Our Performance" of the Company's Interim MD&A or in the "Risk Factors" section of the Company's most recently filed annual information form, in each case filed under the Company's profile on SEDAR+ at www.sedarplus.com . If any of these risks or uncertainties materialize, or if assumptions underlying the forward-looking information prove incorrect, actual results might vary materially from those anticipated in the forward-looking information. Given these risks and uncertainties, investors are cautioned not to place undue reliance on forward-looking information, including any financial outlook. Any forward-looking information that is contained in this press release speaks only as of the date of such statement, and the Company undertakes no obligation to update any forward-looking information or to publicly announce the results of any revisions to any of those statements to reflect future events or developments, except as required by applicable securities laws. Comparisons of results for current and any prior periods are not intended to express any future trends or indications of future performance, unless specifically expressed as such, and should only be viewed as historical data. About D2L Inc. DTOL D2L is transforming the way the world learns, helping learners achieve more than they dreamed possible. Working closely with customers all over the world, D2L is on a mission to make learning more inspiring, engaging and human. Find out how D2L helps transform lives and delivers outstanding learning outcomes in K-12, higher education and business at www.D2L.com . D2L Inc. Condensed Consolidated Interim Statements of Financial Position (In U.S. dollars) As at October 31, 2024 and January 31, 2024 (Unaudited) October 31, 2024 January 31, 2024 Assets Current assets: Cash and cash equivalents $ 108,252,331 $ 116,943,499 Trade and other receivables 20,379,489 23,025,690 Uninvoiced revenue 3,896,203 3,971,861 Prepaid expenses 6,559,188 10,517,226 Deferred commissions 5,134,323 5,334,864 144,221,534 159,793,140 Non-current assets: Other receivables 480,621 537,056 Prepaid expenses 381,939 119,872 Deferred income taxes 573,268 529,674 Right-of-use assets 8,127,082 8,774,960 Property and equipment 7,402,295 8,427,734 Deferred commissions 7,449,801 7,730,724 Investment in associate 21,248 — Loan receivable from associate 5,120,885 — Intangible assets 18,073,003 770,707 Goodwill 26,379,860 10,440,091 Total assets $ 218,231,536 $ 197,123,958 Liabilities and Shareholders' Equity Current liabilities: Accounts payable and accrued liabilities $ 28,615,437 $ 32,635,926 Deferred revenue 105,842,166 93,727,368 Lease liabilities 1,396,079 1,002,464 Contingent consideration 4,893,539 271,479 140,747,221 127,637,237 Non-current liabilities: Deferred income taxes 4,119,188 587,075 Lease liabilities 10,660,223 11,707,534 Contingent consideration — 311,839 14,779,411 12,606,448 155,526,632 140,243,685 Shareholders' equity: Share capital 367,288,877 364,830,884 Additional paid-in capital 48,190,065 47,485,107 Accumulated other comprehensive loss (7,333,643) (4,998,317) Deficit (345,440,395) (350,437,401) 62,704,904 56,880,273 Related party transactions Subsequent event Total liabilities and shareholders' equity $ 218,231,536 $ 197,123,958 D2L INC. Condensed Consolidated Interim Statements of Comprehensive Income (Loss) (In U.S. dollars) For the three and nine months ended October 31, 2024 and 2023 (Unaudited) Three months ended October 31 Nine months ended October 31 2024 2023 2024 2023 Revenue: Subscription and support $ 46,751,998 $ 41,449,926 $ 133,723,027 $ 120,045,266 Professional service and other 7,547,470 4,662,769 18,239,685 14,765,509 54,299,468 46,112,695 151,962,712 134,810,775 Cost of revenue: Subscription and support 12,777,133 11,884,640 36,651,859 33,977,839 Professional services and other 4,132,232 3,627,638 11,870,394 10,671,456 16,909,365 15,512,278 48,522,253 44,649,295 Gross profit 37,390,103 30,600,417 103,440,459 90,161,480 Expenses: Sales and marketing 12,806,266 12,807,855 40,302,476 40,209,601 Research and development 11,139,920 12,351,201 35,294,478 36,015,722 General and administrative 8,651,729 7,102,165 25,231,988 20,603,875 32,597,915 32,261,221 100,828,942 96,829,198 Income (loss) from operations 4,792,188 (1,660,804) 2,611,517 (6,667,718) Interest and other income (expense): Interest expense (235,892) (157,582) (550,438) (456,456) Interest income 870,355 1,221,704 2,899,093 2,938,216 Other income (expense) (122,043) (10,355) (122,000) 4,897 Gain on SkillsWave disposal transaction — — 917,395 — Foreign exchange gain 224,145 314,938 307,859 380,417 736,565 1,368,705 3,451,909 2,867,074 Income (loss) before income taxes 5,528,753 (292,099) 6,063,426 (3,800,644) Income taxes (recovery): Current 246,162 43,883 602,830 435,294 Deferred (264,457) 51,613 (396,134) (130,838) (18,295) 95,496 206,696 304,456 Income (loss) for the period 5,547,048 (387,595) 5,856,730 (4,105,100) Other comprehensive gain (loss): Foreign currency translation gain (loss) 137,532 (1,556,171) (2,335,326) (1,020,872) Comprehensive income (loss) $ 5,684,580 $ (1,943,766) $ 3,521,404 $ (5,125,972) Earnings (loss) per share – basic $ 0.10 $ (0.01) $ 0.11 $ (0.08) Earnings (loss) per share – diluted $ 0.10 $ (0.01) $ 0.10 $ (0.08) Weighted average number of common shares – basic 54,453,244 53,703,768 54,282,281 53,454,498 Weighted average number of common shares – diluted 56,032,694 53,703,768 55,828,067 53,454,498 D2L INC. Condensed Consolidated Interim Statements of Shareholders' Equity (In U.S. dollars) For the nine months ended October 31, 2024 and 2023 (Unaudited) Share Capital Additional paid-in capital Accumulated other comprehensive loss Deficit Total Shares Amount Balance, January 31, 2024 53,978,085 $ 364,830,884 $ 47,485,107 $ (4,998,317) $ (350,437,401) $ 56,880,273 Issuance of Subordinate Voting Shares on exercise of options 410,397 3,443,979 (1,804,429) — — 1,639,550 Issuance of Subordinate Voting Shares on settlement of restricted share units 374,307 1,416,155 (4,602,395) — — (3,186,240) Stock-based compensation — — 7,111,782 — — 7,111,782 Repurchase of share capital for cancellation under NCIB (306,880) (2,402,141) — — — (2,402,141) Change in share repurchase commitment under ASPP — — — — (859,724) (859,724) Other comprehensive loss — — — (2,335,326) — (2,335,326) Income for the period — — — — 5,856,730 5,856,730 Balance, October 31, 2024 54,455,909 $ 367,288,877 $ 48,190,065 $ (7,333,643) $ (345,440,395) $ 62,704,904 Balance, January 31, 2023 53,146,530 357,639,824 46,084,161 (5,001,805) (344,630,902) 54,091,278 Issuance of Subordinate Voting Shares on exercise of options 381,794 3,414,019 (1,443,627) — — 1,970,392 Issuance of Subordinate Voting Shares on settlement of restricted share units 218,010 988,410 (2,474,669) — — (1,486,259) Stock-based compensation — — 7,237,274 — — 7,237,274 Other comprehensive loss — — — (1,020,872) — (1,020,872) Loss for the period — — — — (4,105,100) (4,105,100) Balance, October 31, 2023 53,746,334 $ 362,042,253 $ 49,403,139 $ (6,022,677) $ (348,736,002) $ 56,686,713 D2L INC. Condensed Consolidated Interim Statements of Cash Flows (In U.S. dollars) For the nine months ended October 31, 2024 and 2023 (Unaudited) 2024 2023 Operating activities: Income (loss) for the period $ 5,856,730 $ (4,105,100) Items not involving cash: Depreciation of property and equipment 1,285,970 1,158,782 Depreciation of right-of-use assets 945,223 927,605 Amortization of intangible assets 723,100 60,159 Gain on disposal of property and equipment (51,476) (16,194) Stock-based compensation 7,111,782 7,237,274 Net interest income (2,348,655) (2,481,760) Income tax expense 206,696 304,456 Gain on SkillsWave disposal transaction (917,395) — Loss from equity accounted investee 416,850 — Fair value gain on loan receivable from associate (120,885) — Changes in operating assets and liabilities: Trade and other receivables 3,784,969 1,041,252 Uninvoiced revenue (37,023) (440,936) Prepaid expenses 3,503,610 1,073,501 Deferred commissions 296,245 (1,105,606) Accounts payable and accrued liabilities (6,410,785) 1,952,832 Deferred revenue 11,573,770 13,243,128 Right-of-use assets and lease liabilities (44,962) (57,530) Interest received 2,878,878 2,938,216 Interest paid (19,343) (9,815) Income taxes paid (596,646) (549,475) Cash flows from operating activities 28,036,653 21,170,789 Financing activities: Payment of lease liabilities (1,344,625) (575,023) Lease incentive received 103,128 935,025 Proceeds from exercise of stock options 1,639,550 1,970,392 Taxes paid on settlement of restricted share units (3,186,240) (1,486,259) Repurchase of share capital for cancellation under NCIB (2,402,141) — Cash flows (used in) from financing activities (5,190,328) 844,135 Investing activities: Purchase of property and equipment (521,775) (5,178,461) Proceeds from disposal of property and equipment 51,476 16,537 Acquisition of business, net of cash acquired (22,308,927) (2,793,180) Payment of contingent consideration (249,436) — Transfer of cash on disposal of SkillsWave (1,483,357) — Proceeds from sale of majority ownership stake in SkillsWave 809,038 — Issuance of loan to SkillsWave (5,000,000) — Cash flows used in investing activities (28,702,981) (7,955,104) Effect of exchange rate changes on cash and cash equivalents (2,834,512) (1,701,358) (Decrease) increase in cash and cash equivalents (8,691,168) 12,358,462 Cash and cash equivalents, beginning of period 116,943,499 110,732,236 Cash and cash equivalents, end of period $ 108,252,331 $ 123,090,698 Non-IFRS Financial Measures and Reconciliation of Non-IFRS Financial Measures The information presented within this press release refers to certain non-IFRS financial measures (including non-IFRS ratios) including Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted Gross Profit, Adjusted Gross Margin, Free Cash Flow, Free Cash Flow Margin, and Constant Currency Revenue. These measures are not recognized measures under IFRS and do not have a standardized meaning prescribed by IFRS. Non-IFRS financial measures should not be considered in isolation nor as a substitute for analysis of the Company's financial information reported under IFRS and are unlikely to be comparable to similar measures presented by other issuers. Rather, these measures are provided as additional information to complement those IFRS measures by providing further understanding of the Company's results of operations, financial performance and liquidity from management's perspective and thus highlight trends in its core business that may not otherwise be apparent when relying solely on IFRS measures. The Company believes that securities analysts, investors and other interested parties frequently use non-IFRS financial measures in the evaluation of the Company. The Company's management also uses non-IFRS financial measures to facilitate operating performance comparisons from period to period, to prepare annual operating budgets and forecasts, and to assess our ability to meet our capital expenditures and working capital requirements. Adjusted EBITDA and Adjusted EBITDA Margin Adjusted EBITDA is defined as net income (loss), excluding interest, taxes, depreciation and amortization (or EBITDA), adjusted for stock-based compensation, foreign exchange gains and losses, non-recurring expenses, transaction-related costs, fair value adjustment of acquired deferred revenue, income (loss) from equity accounted investee, change in fair value on the loan receivable from associate, impairment charges and other income and losses. Adjusted EBITDA Margin is calculated as Adjusted EBITDA expressed as a percentage of total revenue. For an explanation of recent changes to and management's use of Adjusted EBITDA and Adjusted EBITDA Margin see "Non-IFRS and Other Financial Measures – Non-IFRS Financial Measures and Non-IFRS Financial Ratios – Adjusted EBITDA and Adjusted EBITDA Margin" section in the Company's Interim MD&A, which section is incorporated by reference herein. The following table reconciles Adjusted EBITDA to income (loss) for the period, and discloses Adjusted EBITDA Margin, for the periods indicated: (in thousands of U.S. dollars, except for percentages) Three months ended October 31 Nine months ended October 31 2024 2023 2024 2023 Income (loss) for the period 5,547 (387) 5,857 (4,105) Stock-based compensation 2,195 2,068 7,112 7,237 Foreign exchange gains (224) (315) (308) (380) Non-recurring expenses (1) 305 807 2,171 957 Transaction-related costs (2) 1,249 169 2,072 721 Fair value adjustment of acquired deferred revenue 500 — 639 — Change in fair value on loan receivable from associate (121) — (121) — Loss from equity accounted investee 320 — 417 — Net interest income (634) (1,064) (2,348) (2,482) Income tax (recovery) expense (18) 95 207 304 Depreciation and amortization 1,301 749 2,954 2,147 Adjusted EBITDA 10,420 2,122 18,652 4,399 Adjusted EBITDA Margin 19.2 % 4.6 % 12.3 % 3.3 % During the current quarter, the Company recognized services revenue of $1.2 million from re-evaluating the completion progress of certain professional services engagements. Excluding this increase, the Company's Adjusted EBITDA and Adjusted EBITDA Margin would have been $9.2 million and 17.4%, respectively, for the three months ended October 31, 2024 . Notes: (1) These expenses relate to non-recurring activities, such as certain legal fees incurred that are not indicative of continuing operations, and changes of workforce or technology whereby certain functions were realigned to optimize operations. (2) These expenses include certain legal and professional fees that were incurred in connection with acquisition and other strategic transactions, including the disposal of our majority ownership stake in SkillsWave Corporation ("Skillswave") and our acquisition of H5P. These expenses also include post-combination compensation costs from the acquisition of H5P. These expenses are net of a gain of $0.9 million recognized on the disposal of our majority ownership stake in SkillsWave. These expenses would not have been incurred if not for these transactions and are not considered expenses indicative of the Company's continuing operations. Adjusted Gross Profit and Adjusted Gross Margin Adjusted Gross Profit is defined as gross profit excluding related stock-based compensation expenses and amortization from recently acquired intangible assets, specifically acquired technology. Adjusted Gross Margin is calculated as Adjusted Gross Profit expressed as a percentage of total revenue. For an explanation of management's use of Adjusted Gross Profit and Adjusted Gross Margin see "Non-IFRS and Other Financial Measures – Non-IFRS Financial Measures and Non-IFRS Financial Ratios – Adjusted Gross Profit and Adjusted Gross Margin" section in the Company's Interim MD&A, which section is incorporated by reference herein. The following table reconciles Adjusted Gross Margin to gross profit expressed as a percentage of revenue, for the periods indicated: (in thousands of U.S. dollars, except for percentages) Three months ended October 31 Nine months ended October 31 2024 2023 2024 2023 Gross profit for the period 37,390 30,600 103,441 90,161 Stock-based compensation 147 147 442 430 Acquired intangible asset amortization 427 31 556 31 Adjusted Gross Profit 37,964 30,778 104,439 90,622 Adjusted Gross Margin 69.9 % 66.7 % 68.7 % 67.2 % During the current quarter, the Company recognized services revenue of $1.2 million from re-evaluating the completion progress of certain professional services engagements. Excluding this revenue, the Company's Adjusted Gross Profit and Adjusted Gross Margin would have been $36.8 million and 69.2% respectively, for the three months ended October 31, 2024 . Free Cash Flow and Free Cash Flow Margin Free Cash Flow is defined as cash provided by (used in) operating activities less net additions to property and equipment. Free Cash Flow Margin is calculated as Free Cash Flow expressed as a percentage of total revenue. For an explanation of management's use of Free Cash Flow and Free Cash Flow Margin see "Non-IFRS and Other Financial Measures – Non-IFRS Financial Measures and Non-IFRS Financial Ratios – Free Cash Flow and Free Cash Flow Margin" section in the Company's Interim MD&A, which section is incorporated by reference herein. The following table reconciles our cash flow from (used in) operating activities to Free Cash Flow, and discloses Free Cash Flow Margin, for the periods indicated: (in thousands of U.S. dollars, except for percentages) Three months ended October 31 Nine months ended October 31 2024 2023 2024 2023 Cash flow from operating activities 11,420 15,318 28,037 21,171 Net addition to property and equipment (124) (1,074) (470) (5,162) Free Cash Flow 11,296 14,244 27,567 16,009 Free Cash Flow Margin 20.8 % 30.9 % 18.1 % 11.9 % Constant Currency Revenue Constant Currency Revenue is defined as foreign-currency-denominated revenues translated at the historical exchange rates from the comparable prior period into our U.S. dollar functional currency. For an explanation of management's use of Constant Currency Revenue see "Non-IFRS and Other Financial Measures – Non-IFRS Financial Measures and Non-IFRS Financial Ratios – Constant Currency Revenue" section in the Company's Interim MD&A, which section is incorporated by reference herein. The following table reconciles our Constant Currency Revenue to revenue, for the periods indicated: Three months ended October 31 Nine months ended October 31 (in thousands of U.S. dollars) 2024 2023 2024 2023 $ $ $ $ Total revenue for the period 54,299 46,113 151,963 134,811 (Positive) negative impact of foreign exchange rate changes over the prior period (193) — 163 — Constant Currency Revenue 54,106 46,113 152,126 134,811 During the current quarter, the Company recognized services revenue of $1.2 million from re-evaluating the completion progress of certain professional services engagements. Excluding this increase, the Company's constant currency revenue would have been $52.9 million for the three months ended October 31, 2024 . Key Performance Indicators Management uses a number of metrics, including the key performance indicators identified below, to help us evaluate our business, measure our performance, identify trends affecting our business, formulate business plans and make strategic decisions. Our key performance indicators may be calculated in a manner different than similar key performance indicators used by other issuers. These metrics are estimated operating metrics and not projections, nor actual financial results, and are not indicative of current or future performance. Annual Recurring Revenue and Constant Currency Annual Recurring Revenue: We define Annual Recurring Revenue as the annualized equivalent value of subscription revenue from all existing customer contracts as at the date being measured, exclusive of the implementation period. Our calculation of Annual Recurring Revenue assumes that customers will renew their contractual commitments as those commitments come up for renewal. We believe Annual Recurring Revenue provides a reasonable, real-time measure of performance in a subscription-based environment and provides us with visibility for potential growth to our cash flows. We believe that increasing Annual Recurring Revenue indicates the continued strength in the expansion of our business, and will continue to be our focus on a go-forward basis. We define Constant Currency Annual Recurring Revenue as foreign-currency-denominated Annual Recurring Revenue translated at the historical exchange rates from the comparable prior period into our U.S. dollar functional currency. As at October 31 ( in millions of U.S. dollars, except percentages) 2024 2023 Change $ $ % Annual Recurring Revenue 201.7 180.1 12.0 % Constant Currency Annual Recurring Revenue 200.7 180.1 11.4 % SOURCE D2L Inc. View original content to download multimedia: http://www.newswire.ca/en/releases/archive/December2024/04/c9449.html © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.After what they say has been months of refused visits with their four children in foster care, Kimberly and Jordan Joseph packed their bags and decided to walk more than 1,500 kilometres from “Prince Rupert, B.C.” to “Victoria.” The couple — both Dakelh (Carrier) — say they’re raising awareness about the lack of support for birth parents resulting in too many kids in the country’s child welfare system. During their 75-day journey, they met dozens of people with lived experience of the child welfare system, visited a number of Ministry of Children and Family Development (MCFD) offices, and earned the encouragement of hundreds of supporters. The Josephs live in Yekooche, a remote community of 87, northwest of “Fort St. James.” They said they weren’t just walking for Indigenous children and Youth — but every young person in foster care. On July 27, the couple set off, sending updates to their growing Facebook community. As the walk — and blisters — progressed, they alternated between walking and travelling by car, sometimes walking together or taking turns making the journey on foot while the other drove. The Josephs said they faced delays when MCFD repeatedly called to arrange visits with their kids, only to cancel after the couple had abandoned their walk to drive north. But they didn’t give up, and kept coming back to try and finish the walking journey. By late November, the Josephs had reached Sḵwx̱wú7mesh (Squamish). “It’s terrifying for a child to not understand why they can’t talk to their mom and their dad, or talk to their siblings,” said Kimberly during the stop on Nov. 25. Earlier that morning, the Josephs arrived holding hands, listening carefully to Kimberly’s smartphone. They were attending family court virtually — waiting to hear a judge’s response to their refusal for their children’s foster parents to continue caring for their boys. For Kimberly and Jordan, it was good news: the couple’s case will go to trial, she confirmed with a smile. There are now nearly 2,000 members of a Facebook group, “Walking For All Children in Ministry Care,” where the Josephs have given regular updates on their way. Until June 2023, the boys were in custody of Kimberly’s mother in “Kamloops,” but when she was no longer able to provide the care they needed, MCFD asked Kimberly if she would take them back. Though eager to be reunited with the children — of whom Jordan is a stepfather to three and biological father to one — it was not an easy process. The couple said they struggled with MCFD and Carrier Sekani Family Services (CSFS) for almost a year. While caring for their children, Kimberly said CSFS had received money through Jordan’s Principle — a legal rule ensuring First Nations children can access services and support in a timely manner — to deliver the couple diapers and baby formula from CSFS’s “Fort St. John” office to their remote home, where they had no access to transportation. “They didn’t do it for a month,” alleged Kimberly, who said despite phoning countless times, she had to enlist help from friends and family to get by. “Finally, we showed up at their office and they gave us [an entire month’s worth] of formula. They were like, ‘this is all yours, it’s just been sitting at the office.’” While Jordan was in counseling after the death of his grandfather, a therapist reported his behaviour to MCFD as “aggressive,” the couple alleged. “It was all false,” said Kimberly, who said she wishes the ministry had handled Jordan’s grief with more compassion. Eventually, they said, MCFD insisted that Kimberly move into a shelter, separate from Jordan — who had been residing in a tiny house. During this time, she was given a chance to prove she could care for her children, but said she was chastized by social workers, who allegedly told her she was neglectful and didn’t dress properly (“but I like to dress cozy,” she said). A 2021 report released by the MCFD states that 84 per cent of Indigenous children in foster care were there due to what they call “neglect.” “But neglect from whom?” said Cindy Blackstock, speaking to this issue at the recent Our Children Our Way National conference in “Vancouver.” Blackstock said she believes that child welfare laws push the blame onto the parents, when they should be asking, “What is the actual source of this risk?” she said. While in the women’s shelter, Kimberly said she experienced a health emergency that resulted in her needing to be hospitalized. When MCFD showed up alongside paramedics, she expressed to MCFD that she needed time to recuperate — knowing she would be closely watched and her poor health would make it impossible to comprehensively care for her children on her own. She said she got an ultimatum in return. “And now they’re saying I could have had the boys but I gave them up,” she said. Now that the couple’s children are back in foster care, Kimberly alleged there have been multiple occasions where MCFD has told them there are no funds available to allow them to visit their children, who are divided between foster families in “Prince Rupert” and “Prince George.” But Jordan said after being given a vehicle from Jordan’s aunt, he and Kimberly decided to visit their children using their own money. “It was awesome, we finally had our own transportation,” he said. When they phoned the MCFD office to ask for a visit, they repeated the same reason — “a lack of funds,” Jordan recalled. “We told them they don’t need funding — we are already down here, and we’ve got the money to do stuff with the boys.” An MCFD employee replied they’d look into scheduling a visit, but one week later — after multiple inquiries from Kimberly and Jordan — they said they were told there was no supervisor available to attend a visit. “I feel like whenever we ask for anything, our file gets thrown to the side and they say no,” said Kimberly. IndigiNews requested comment from MCFD, who said that although it could not comment on individual cases, it noted that “recruitment and retention are a continuous priority for the ministry and direct child and family service staffing numbers are stable.” “In the last two years, there has been a 17 per cent increase in staffing levels and staffing has been up year-over-year since the pandemic,” the statement reads. IndigiNews also reached out to Carrier Sekani Family Services, but did not receive a response by time of publication. For Kimberly and Jordan, their frustrations soon reached a tipping point. “We decided we wanted to walk,” Jordan said. The couple spent one week preparing — alerting police they’d be walking the road, telling friends and family, and creating a Facebook group. “It was a really nice send-off,” Kimberly recalled. “People came to see us and it was fun.” After just a day of walking, she was shocked to find roughly 500 people had joined their Facebook group by the time Kimberly regained cell service — and nearly 100 messages of encouragement. The number of people in the group soon grew to close to a couple thousand. “We were like, ‘No way!’ And then people were stopping for us along the way, giving us their food and drinks.” Originally, the couple’s plan was to walk just the 700-kilometre route from “Prince Rupert” to “Prince George” — because their children had been split up between homes in the two cities. But when the Josephs finally reached “Prince George,” they felt so encouraged by the public’s support that they decided to extend their journey to the province’s capital — an additional walk of more than 800 kilometres south. They packed up their car and began leapfrogging their way down — alternating between walking and driving in a shared effort. The couple said they’ve found the walk healing. “I’ve opened up a lot about my past,” said Kimberly, who herself grew up in the “child welfare” system. “I really don’t ever talk about my past, but I think walking has helped me quite a lot.” Jordan said the walk has been healing for him too. “Being close to nature, seeing all the animals and getting to connect with everything has been awesome,” he said. The couple weren’t as fond of the countless tiny frogs, grasshoppers, beetles. “We hate insects,” the couple said in unison. Kimberly says that — besides offering counselling — MCFD also wants her to take parenting and relationship courses. But she believes the structure of such programs are colonial. “There’s Indian time, right?” she said. “I’ve never liked Western structure.” During their walk, Kimberly and Jordan met with many people through social media who shared their own experiences with the child welfare system. “It’s a lot easier to open up to people like that,” Kimberley said, “than to have someone sitting across from you that you don’t really know, that doesn’t say anything back to you other than, ‘How do you feel about that?’” When she and Jordan spoke to IndigiNews in Sḵwx̱wú7mesh, it was actually their second time reaching the community. Back in October, the couple had walked as far as “Lions Bay” — 40 kilometres north of “Vancouver” — just when MCFD called about a visit they’d managed to arrange with their children. The Josephs headed back north. When they resumed their walk in November and finally reached “Vancouver,” the couple visited two local MCFD offices to ask staff what support systems they have for Indigenous mothers needing help. Kimberly recalls staff at both offices telling her she should make complaints through “the main office.” Later, after reaching “New Westminster,” the couple received another phone call from MCFD, alerting them to another visit the agency had arranged with their children. So for a second time, the couple returned north, only to learn the ministry had cancelled the visit due to “poor weather,” said Kimberly. “I keep telling them if you arrange a visit for us and we can show up, you have no excuse. You should be ready for us to receive our kids,” said Kimberly. On Nov. 30, the couple updated that they were finally being given an opportunity to visit their boys for a few hours. “I can’t wait to see our boys,” Jordan told the Facebook live. “Love and miss them so much.” With winter quickly approaching, Kimberly doesn’t think they’ll actually reach “Victoria” this year, though she hasn’t completely laid the idea to rest. In fact, she’s already planning next year’s walk. “We want to do it until something’s done for the foster children,” she said. With a pre-trial date being set, Kimberly and Jordan now want to focus their attention on preparing for their day in court, hoping to finally be reunited with their children. “Not all parents get to hug their children, not all parents get to play with them, wake up to them, go to sleep and tuck them in,” Kimberly said. As the couple ponders the next steps on their journey, Jordan added that “time is precious” for any parent. “We have to be watched every time we see ours,” he said. “So cherish every moment with your kids.”
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MINNEAPOLIS (AP) — The top of the NFC standings are towering over the Green Bay Packers as they move toward the playoffs, casting a long shadow shaped like Vikings, Lions and Eagles over what has been an otherwise-promising season on both sides of the ball. For as well as the Packers (11-5) had been playing down the stretch, they left Minnesota with a rather murky outlook for the playoffs after stumbling into a 17-point deficit that proved too large for their late surge in the 27-25 loss to the Vikings on Sunday . “They continued to compete and battle, but you just can’t do that against good teams. The margins in this league, especially against a good football team, are razor thin," coach Matt LaFleur said. "I don’t think we were at our best, but that’s a credit to them in our slow start — and that’s me as much as anybody.” The Packers gained 126 yards in the fourth quarter and still finished with a season-low 271 yards. The defense allowed 441 yards, which was also a season worst. The most glaring set of numbers after this frustrating afternoon, though, was this: 0-5. That's Green Bay's record against the top three teams in the NFC: Minnesota, Detroit and Philadelphia. There's no shame in losing to those opponents that carry a combined 40-7 record into Monday, particularly when four of those defeats — save for the 10-point loss to the Lions on Nov. 3 — came by a total of 12 points. “It’s not about who we can and can’t beat. We can beat everybody. If we figure out how to finish, we’ll win games,” cornerback Keisean Nixon said. But the Packers will more than likely be on the road the entire time they're alive in the playoffs, so any path to the Super Bowl would undoubtedly trigger rematches with one, two or even all three teams from that daunting trio. The Packers clearly aren't overmatched by the Vikings, Lions or Eagles, but in games against those premier foes that significantly shrink the margins for error the Packers have shown a troubling pattern of not meeting the moment with too many ill-timed mistakes and not enough big-time plays. “It's hard when you put yourself in a hole and are down early and just kind of shooting yourself in the foot,” quarterback Jordan Love said. “There’s so much stuff to clean up and get better at, but I think we’re still a really good team. We can put up points. But when you put yourself in a hole, it’s just hard to climb out of that hole. And when it’s a good team like the Vikings, you know, it just makes it even tougher.” The red flag came right away. Josh Jacobs, the NFL 's fourth-leading rusher, had just given the Packers a second first down on the opening drive of the game when defensive tackle Jerry Tillery pushed the ball out and safety Cam Bynum recovered at the Minnesota 38. Jacobs had gone 11 straight games without fumbling until losing one at Seattle on Dec. 15. Now he has coughed up the ball twice in three games. “I feel like it drained the energy out of the team just starting early,” Jacobs said. “I take it personal on getting the team to start fast and things like that. Yeah, that’s on me.” Though the Vikings punted on the subsequent possession, they moved the ball enough to flip the field position. Perhaps wary of the fumble getting in Jacobs' head, LaFleur then called three straight passes from their own 15-yard line, and Love was off the mark on all three to force a punt. After a breakout performance here a year ago in a 33-10 victory over the Vikings that helped the Packers squeak into the playoffs after a rough start and ride the momentum through a first-round win at Dallas, Love looked awfully amid the cocktail of blitzes ordered by Vikings defensive coordinator Brian Flores that fueled a fierce pass rush. He finished 19 for 30 for 185 yards and one touchdown. “They do a good job of keeping a lid on the coverage. That’s how they play," LaFleur said. "We knew that going in, so there was going to be minimal opportunities to push the ball down the field. You've got to be super efficient. You've got to stay on schedule because once they get you into third down, that’s where they’re really good.” AP NFL: https://apnews.com/hub/NFL
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A devoted fan from Rajasthan marked Bollywood superstar Salman Khan's 59th birthday with an extraordinary gesture, distributing Being Human clothing worth Rs 6.35 lakhs to those in need. The charitable act coincided with the brand's special birthday discount campaign. Massive Distribution Drive Catches Social Media Attention A viral video captured the fan's generous initiative, showing the distribution of Being Human clothing packages. The brand, owned by Salman Khan, had already announced a 50% discount across all merchandise from December 25-27 to celebrate the star's birthday. "Bhai ka Budday hai, doston! Flat 50% OFF for every true-blue Salman fan – kyunki fandom ka asli swag Bhai ke saath hota hai!" read the official announcement from Being Human's website, encouraging fans to celebrate their idol's special day in style. Fan Community Responds with Warmth The gesture sparked positive reactions across social media platforms. "Jaisa Salman Khan waise hi unke fan," commented one user, while another noted, "Salman Bhai ke fan to bahut hai. Gift kam pad jaayenge." A post shared by Instant Bollywood (@instantbollywood) Birthday Celebrations Across Cities While his fan made headlines with the clothing distribution, Salman Khan celebrated his birthday with family at sister Arpita Khan's residence before heading to Jamnagar, Gujarat. The Ambani family hosted a grand celebration at Vantara, where Khan was seen cutting a cake with his niece Ayat, accompanied by his mother Salma Khan, Helen, and other family members. A post shared by Bollywood Hungama???? (@realbollywoodhungama) The planned teaser release of his upcoming film Sikandar was postponed due to the passing of former Prime Minister Dr. Manmohan Singh. Also Read: Judwaa to Sikandar: Salman Khan and Sajid Nadiadwala celebrate three decades of unbreakable friendship with this photo BOLLYWOOD NEWS - LIVE UPDATES Catch us for latest Bollywood News , New Bollywood Movies update, Box office collection , New Movies Release , Bollywood News Hindi , Entertainment News , Bollywood Live News Today & Upcoming Movies 2024 and stay updated with latest hindi movies only on Bollywood Hungama.
“Gladiator II” asks the question: Are you not moderately entertained for roughly 60% of this sequel? Truly, this is a movie dependent on managed expectations and a forgiving attitude toward its tendency to overserve. More of a thrash-and-burn schlock epic than the comparatively restrained 2000 “Gladiator,” also directed by Ridley Scott, the new one recycles a fair bit of the old one’s narrative cries for freedom while tossing in some digital sharks for the flooded Colosseum and a bout of deadly sea-battle theatrics. They really did flood the Colosseum in those days, though no historical evidence suggests shark deployment, real or digital. On the other hand (checks notes), “Gladiator II” is fiction. Screenwriter David Scarpa picks things up 16 years after “Gladiator,” which gave us the noble death of the noble warrior Maximus, shortly after slaying the ignoble emperor and returning Rome to the control of the Senate. Our new hero, Lucius (Paul Mescal), has fled Rome for Numidia, on the North African coast. The time is 200 A.D., and for the corrupt, party-time twins running the empire (Joseph Quinn and Fred Hechinger), that means invasion time. Pedro Pascal takes the role of Acacius, the deeply conflicted general, sick of war and tired of taking orders from a pair of depraved ferrets. The new film winds around the old one this way: Acacius is married to Lucilla (Connie Nielsen, in a welcome return), daughter of the now-deceased emperor Aurelius and the love of the late Maximus’s life. Enslaved and dragged to Rome to gladiate, the widower Lucius vows revenge on the general whose armies killed his wife. But there are things this angry young phenom must learn, about his ancestry and his destiny. It’s the movie’s worst-kept secret, but there’s a reason he keeps seeing footage of Russell Crowe from the first movie in his fever dreams. Battle follows battle, on the field, in the arena, in the nearest river, wherever, and usually with endless splurches of computer-generated blood. “Gladiator II” essentially bumper-cars its way through the mayhem, pausing for long periods of expository scheming about overthrowing the current regime. The prince of all fixers, a wily operative with interests in both managing gladiators and stocking munitions, goes by the name Macrinus. He’s played by Denzel Washington, who at one point makes a full meal out of pronouncing the word “politics” like it’s a poisoned fig. Also, if you want a masterclass in letting your robes do a lot of your acting for you, watch what Washington does here. He’s more fun than the movie but you can’t have everything. The movie tries everything, all right, and twice. Ridley Scott marshals the chaotic action sequences well enough, though he’s undercut by frenetic cutting rhythms, with that now-familiar, slightly sped-up visual acceleration in frequent use. (Claire Simpson and Sam Restivo are the editors.) Mescal acquits himself well in his first big-budget commercial walloper of an assignment, confined though he is to a narrower range of seething resentments than Crowe’s in the first film. I left thinking about two things: the word “politics” as savored/spit out by Washington, and the innate paradox of how Scott, whose best work over the decades has been wonderful, delivers spectacle. The director and his lavishly talented design team built all the rough-hewn sets with actual tangible materials the massive budget allowed. They took care to find the right locations in Morocco and Malta. Yet when combined in post-production with scads of medium-grade digital effects work in crowd scenes and the like, never mind the sharks, the movie’s a somewhat frustrating amalgam. With an uneven script on top of it, the visual texture of “Gladiator II” grows increasingly less enveloping and atmospherically persuasive, not more. But I hung there, for some of the acting, for some of the callbacks, and for the many individual moments, or single shots, that could only have come from Ridley Scott. And in the end, yes, you too may be moderately entertained. “Gladiator II” — 2.5 stars (out of 4) MPA rating: R (for strong bloody violence) Running time: 2:28 How to watch: Premieres in theaters Nov. 21. Michael Phillips is a Tribune critic.STILLWATER — Oklahoma State running back Ollie Gordon declared for the 2025 NFL Draft on Friday. “It’s been an amazing run,” Gordon posted on X. “From day one I knew I was in the right place. The love, support, and family I’ve gained here will always be a part of me. ... Now it’s time to take the next step in living out my dream. I’m excited to announce that I am officially declaring for the 2025 NFL Draft.” Although everyone around Stillwater and many elsewhere believed Gordon would declare for the draft following the season, a potential return wouldn’t have been the first time he defied conventional expectations. When Oklahoma State’s season began to go downhill this fall, national analysts suggested Gordon should sit out the rest of the season to protect his health and long-term goals and got picked up by others, including some OSU fans online. People are also reading... How did Oklahoma flip Cowboys QB commit less than 48 hours before signing day? Bill Haisten: As OSU regents meet, Mike Gundy’s contract should be a hot topic In a flash, OU loses a receiver to the portal and another from its 2025 recruiting class Ben Arbuckle is the new OU offensive coordinator. Have Sooners found the next Lincoln Riley? New abandoned shopping cart retrieval program draws criticism from outgoing city councilor Court 'bulldozes' tribal law in Tulsa case over jurisdiction, attorney says Meet Oklahoma's complete 2025 class. 5-star OT commits to Oklahoma Bill Haisten: Cooper Parker and the Bixby Spartans are at home in a new, $12M facility Stitt fires Cabinet secretary at odds with governor's stance on poultry lawsuit Berry Tramel: Extreme makeover needed for OSU football after thrashing by Colorado 10 potential candidates to replace Kasey Dunn as offensive coordinator at Oklahoma State A hairstylist’s assist, ‘divine intervention’ and $2.2 million for Inola High School Deep into Week 2, new names emerge in Tulsa football coaching search Berry Tramel: Jackson Arnold shows OU should save its high-end shopping for the portal Jenks football coach Keith Riggs resigns; DC Adam Gaylor named Trojans head coach “You know, my mom always taught me that you finish what you start,” Gordon said when asked why he stuck it out. “And who would I be to give up on my team, because our season not going how we wanted to go? ... They wasted their breath saying it because I’m not giving up on my team.” Even following what appeared to be a devastating injury at BYU that left Gordon unable to leave the field without assistance, the back returned and even converted a fourth-and-1 on a drive that gave Oklahoma State a lead in the final minutes. At times, it might have felt like Gordon’s efforts were futile, given how difficult it was for the Cowboys to run the ball, but he still finished with 880 rushing yards and averaged 4.6 yards per carry. He also scored 13 rushing touchdowns and one receiving. Where Gordon’s career ranks in the school record books: Sixth in rushing touchdowns (36) Tied for eighth in total touchdowns (39) 10th in rushing yards per game (90) 10th in yards per carry (5.56) Gordon is the second OSU player to declare he's leaving early for the pros. Linebacker Nick Martin made a similar decision earlier this week. “This program means a lot,” Gordon told reporters following his final home game. “Just from the coaches — you know, coach (Mike) Gundy taking me in and treating me like I’m his own son. He never treated us different from Gunnar or his other boy, Gage. But it's just the coaching staff, especially coach (John) Woz(niak). Coach Woz took me under his wing early, and that’s my dog. I feel like it’ll be weird without him. I love Coach Woz. He treats me like I’m his son, and I just love him.”
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Winnipeg Jets (18-6, in the Central Division) vs. Dallas Stars (14-8, in the Central Division) Dallas; Sunday, 4:30 p.m. EST BOTTOM LINE: The Dallas Stars host the Winnipeg Jets after Mason Marchment scored two goals in the Stars’ 5-3 win over the Colorado Avalanche. Dallas has a 14-8 record overall and a 5-2-0 record in Central Division play. The Stars have a +17 scoring differential, with 76 total goals scored and 59 conceded. Winnipeg has an 18-6 record overall and a 7-1-0 record in Central Division play. The Jets have gone 10-1-0 in games they score at least one power-play goal. Sunday’s game is the second time these teams square off this season. The Jets won the last matchup 4-1. Cole Perfetti scored two goals in the victory. TOP PERFORMERS: Marchment has nine goals and 14 assists for the Stars. Roope Hintz has five goals and one assist over the last 10 games. Kyle Connor has 13 goals and 16 assists for the Jets. Mark Scheifele has scored five goals with three assists over the past 10 games. LAST 10 GAMES: Stars: 6-4-0, averaging 3.9 goals, 6.6 assists, 3.3 penalties and 8.6 penalty minutes while giving up three goals per game. Jets: 5-5-0, averaging three goals, 4.7 assists, 4.2 penalties and 11.7 penalty minutes while giving up 2.7 goals per game. INJURIES: Stars: None listed. Jets: None listed. ___ The Associated Press created this story using technology provided by Data Skrive and data from Sportradar .Former Rep. Matt Gaetz appears to be the newest ex-member of Congress to hit the social platform Cameo, and it has its CEO talking about the Congress-to- Cameo pipeline. Sharing his thoughts on Gaetz and his fellow politicians making themselves available for personalized videos to their fans for a few hundred dollars a pop, Cameo chief executive Steven Galanis disputed the notion that it was too soon after his doomed nomination for Gaetz to join Cameo. “It’s important to strike while the iron is hot, when you’re having your moment,” Galanis told the New York Times for a report published Monday. “That’s when it’s going to resonate most with your fans.” ALSO READ: The America-attacking Trump is coming for our military — and then he's coming for us Donald Trump , a former reality TV star, brought his brash style to politics — and that in turn fueled other politicians to steal a page from his playbook. Galanis said. Former Rep. George Santos , former Illinois Gov. Rod Blagojevich and, most recently, Rep. Lauren Boebert (R-CA), have all joined Cameo, as has Roger Stone and Donald Trump Jr., the Times noted. “They all became more famous because Trump is famous,” Galanis told the publication. Santos, the disgraced and ousted Long Island congressman, set records for having the platform’s biggest first day, week and month, according to the report. He was recording 90 videos a day. Cameo helps politicians “humanize themselves,” Santos told the Times. He predicted Gaetz would likely do well on the site and offered some words of wisdom for his former congressional colleague. “Have a personality,” Santos said. “Just have a personality.”Government won't buy overseas carbon credits to meet targets, Todd McClay says
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PARIS, Dec 1 — Paris’ Notre-Dame Cathedral will reopen on December 7, five and a half years after a devastating fire destroyed its roof and spire and caused major damage throughout. Here is what you need to know: What is Notre-Dame? A medieval Gothic masterpiece, Notre-Dame de Paris (Our Lady of Paris) is one of the French capital’s most beloved and visited monuments. Its rib vaulting, flying buttresses, stunning stained-glass windows and carved stone gargoyles have long been celebrated in books and movies. The first stone was laid in 1163, and construction continued for much of the next century, with major restoration and additions made in the 17th and 18th century. Victor Hugo used the cathedral as a setting for his 1831 novel, The Hunchback of Notre-Dame . Quasimodo, the main character, has been portrayed by Hollywood actors including Charles Laughton and also in an animated Disney adaptation. Why and how did it burn? On the evening of April 15, 2019, the cathedral’s roof burst into flames. Soon, the fire had engulfed the spire and almost toppled the main bell towers. Around the world, TV viewers watched with horror as the medieval building burned. The roof collapsed but the bell towers and facade held. It remains unclear what exactly caused the fire. French authorities have said an electrical fault or a burning cigarette may have been responsible. What will happen at the opening ceremony? President Emmanuel Macron will give a speech in front of the cathedral on Saturday, December 7, around 6.00pm (1.00am Malaysian time) after which Paris’ Archbishop Laurent Ulrich will use his crosier to knock on the cathedral’s heavy doors. From within the cathedral, a psalm will be sung three times in response to the knocking, after which the doors will open. The archbishop will bless the cathedral’s ancient organ before it starts playing. This will be followed by a service. The guest-list for the reopening ceremony has not yet been published, but one source familiar with the planning said US President Joe Biden’s wife Jill would come, while President-elect Donald Trump had not yet confirmed his attendance. First mass on Sunday, December 8 The archbishop will celebrate a Mass, starting at 10.30am (5.30pm Malaysian time), the first of eight days of Masses devoted to the reopening and focused on thanking, among others, donors who paid for the renovations and firefighters who helped save it. Some of the Masses, including on the evening of December 8, at 6.30pm, will be open to the public. When can you visit? If you’re lucky, you can visit on the evening of December 8 from 5.30pm to 8.00pm but there is likely to be fierce competition — and long queues — to visit the cathedral. The cathedral says that from early December, visitors will be able to book a free ticket online, on its website, social media or a dedicated app, to get into the building on the same day or one or two days after booking. There will also be a queue on the spot for those who want to enter without a booking. Groups will only get access next year — from February 1 for religious groups or from June 9 for tourists with guides. The cathedral expects to welcome 14 to 15 million visitors every year. There is a huge debate in France over whether visitors should pay to get in. The Church is against it, and for now visiting remains free. How was the cathedral rebuilt? Money poured in from all over the world, including from French luxury sector billionaires Francois Henri Pinault and the Arnault family. So much money has been donated — more than 840 million euros (RM3.95 billion), according to Macron’s office — that there will even be funds left over for further investment in the building. The damage has needed five years’ worth of restoration work. What has changed? Officials say the cathedral will be more beautiful than ever, not only because its spire, roof and anything else destroyed by the fire was rebuilt by thousands of expert craftspeople, but also because the stone and paintings, which had blackened over the years, have been thoroughly cleaned. The furniture was also renovated and cleaned, or replaced. Not everything was damaged in the fire. For instance, emergency workers formed a human chain to whisk gem-studded chalices and other priceless artefacts out of harm’s way. — Reuters