spin ph app for android
Probe finds Trump ally paid for underage sex
In this interview, Senior Banking Advisor, Retail Banking at Access Bank Plc, Robert Gill, spoke extensively on the anticipated growth in remittances and the transformative impact this will have on Nigeria’s economy. He also spoke on the bank’s innovative strategies for advancing financial inclusion and digital banking, while addressing key developments in the nation’s digital financial landscape. Nume Ekeghe presents excepts: What role has digital innovation played in Access Bank’s retail banking strategy, and how has it impacted customer engagement? Digital innovation is at the heart of everything we do as a bank. With over 60 million customers, our journey over the past 15 to 20 years reflects a significant transformation. In the early days, customers would visit a branch, fill out paper forms, and officially become part of the bank. This was the foundation of financial inclusion, which initially focused on corporates and businesses before expanding through the rapid proliferation of branch-based banking to include the wider population. However, achieving 60 million customers with a paper-based system would have been impossible, or at least very inefficient, we would have needed tens of thousands of branches nationwide. This is where digital innovation came in. Pioneering one of the first mobile apps in the country and introducing USSD banking laid the foundation for our truly digital-first strategy. Today, most customers find us online. They come across us on news platforms, entertainment sites, and social media channels like Instagram, Facebook, and X where they can find out more about what we do and interact with us. From there, they can easily open an account from the comfort of their home, workplace, or anywhere else—simply by dialing #901. It’s that simple. The same applies to our mobile app where you can find out about us online, download the app and open an account and begin a relationship. The days when banks had to urge customers to explore digital channels as an alternative to branch banking are long behind us. Now, digital is no longer an alternate channel, it is the primary one. Branches have become the alternative. Today, more than 90 per cent of transactions occur outside the branch, predominantly on phones—whether feature phones or smartphones. This shift has revolutionized banking from the moment customers discover us to account opening to ongoing services, whether transactional or extending to non-traditional banking products. Digital has redefined customer engagement and continues to shape the future of financial services. What are the strategies put in place to increase the adoption of digital channels by retail customers and how does it enhance financial inclusion? Financial inclusion is central to our mission and a cornerstone of Nigeria’s broader economic objectives, as championed by the Bankers’ Committee and the Central Bank of Nigeria (CBN). Historically, Nigeria struggled with financial inclusion, ranking amongst the lowest on the continent. However, we have made remarkable progress in closing that gap through the co-ordinated leadership of the Central Bank of Nigeria and the Bankers Committee. According to the Enhancing Financial Innovation and Access (EFInA) reports, which show financial inclusion rates growing from less than 50% in 2008 to 74 per cent in 2023, Nigeria is now amongst the better-ranked countries for financial inclusion, largely driven by innovations in mobile financial services. This is also a continental phenomenon, with account ownership in Sub Saharan Africa more than doubling since 2011. This progress has been achieved through collaboration between banks and fintech’s’, leveraging tools such as USSD technology, mobile banking applications, and agency banking to reach underserved communities. The traditional branch-based banking model, while transformative in its time, is no longer sufficient to meet the needs of modern customers. For someone working in a company, government, or as a trader or small business owner, the time required to visit a branch to open an account or complete transactions is time lost from productive activities or family. Today, customers demand convenience, and digital innovation allows us to meet them where they are. Our network of over 600,000 AccessClosa agents ensures that customers are never far from financial services. While digital tools are critical, personal interaction remains essential for financial inclusion. Our agent network plays a crucial role in bridging this gap. Beyond accessibility, digital tools have significantly reduced the cost of serving customers. Consider the transportation costs and lost time involved in traveling to a branch—time that could be spent trading, working, or attending to other priorities. By bringing services directly to customers through mobile and digital channels, we have transformed the banking experience, ensuring customers are served where and how they prefer, rather than requiring them to adapt to our systems. This approach underscores our commitment to reshaping financial services to genuinely meet customer needs. How has the bank’s digital transformation journey addressed pain points in the retail banking customer experience? One of the key points we frequently emphasise in our team planning sessions is that customers don’t necessarily want to bank or make payments in the traditional sense; what they truly want is to keep their money secure, travel, work, eat, shop, and manage their lives with ease. When they engage with financial services, we must focus on understanding what they are trying to achieve, not just the transactions they need to complete. For example, services like embedded finance or buy-now-pay-later options are great ways to align financial products with everyday needs without thinking about the financial product as an extra step. Instead of going to a branch to apply for a personal loan, a customer can now make an online purchase and pay for it in installments. This approach brings us closer to the customer, providing financial solutions that are seamlessly integrated into their lives. Another critical area we’ve worked on is simplifying the Know Your Customer (KYC) process and reducing the documentation required to open an account. The banking sector in Nigeria has made significant strides in this regard, with the introduction of tiered KYC, allowing individuals to open basic accounts remotely by simply creating a digital wallet. This development has played a pivotal role in advancing financial inclusion. Regarding transactions, we’ve enhanced the customer experience by offering greater flexibility and accessibility. Customers now have multiple ways to pay through cards, mobile access, or peer-to-peer transfers. For example, with our Access More platform, you can make QR payments, order a new debit card, or even request a statement—all instantly. If you need a stamped statement for visa purposes or a loan, there’s no need to visit the branch. We already have your transaction history, turnover, and salary information, allowing us to pre-qualify you for a loan. With just a few clicks on the app, the loan can be in your account within seconds. By removing these pain points and shifting many traditional banking processes from the branch to the digital space, we are not just offering convenience but also ensuring that services are fast, accessible, and available at the customer’s fingertips. This is the future of banking—focused on understanding customer needs, simplifying processes, and providing instant, on-demand services through technology. Can we know some of the digital payment solutions you have and how they have helped retail business growth? Digital payments are a critical driver of economic activity; they are the lifeblood of business success. Without the ability to process payments efficiently, businesses face significant challenges. At Access Bank, we understand this dynamic, which is why, after transitioning into a financial holding company a few years ago, we diversified into multiple verticals, including banking, payments, lending, insurance, and pensions. One of our strategic partnerships has been with Hydrogen, enabling us to better serve merchants nationwide. Hydrogen’s innovative Instant Payment Links allow customers to make payments via links or codes, receiving instant confirmation and value at the point of sale, further enhancing the merchant experience. You’ll likely have seen Hydrogen’s branding on POS terminals, reflecting the success of this collaboration. In Nigeria, most transactions still occur on a person-to-person basis, often seen as individual payments. Through data and analytics, we’ve identified that a significant number of customers, around 7.5 million, are small business owners. We now have the capability to serve these individuals more effectively, providing them not only with financial products but also with non-financial services through our SME team. This includes business seminars on topics like setting up and managing a business, keeping personal and business finances separate, and best practices for growing a company. Payments are now more accessible than ever. Beyond traditional methods, customers can make payments via USSD, mobile apps, or even interact with our chatbot, Tamada, on the banking app. To simplify transactions, we’re pioneering payments through phone numbers, allowing customers who prefer not to remember their account number to simply use a phone number to send payments. This approach is a testament to how digital solutions transform people’s engagement with financial services, making transactions faster, more convenient, and more inclusive. Can you give us some insight into some specific products by the bank, especially women, SMEs and youths? At Access Bank, women are at the heart of everything we do and I’m extremely fortunate that the majority of the leaders in my team are women. Our W Banking initiative has evolved into a thriving community, going beyond just offering financial products to creating a comprehensive ecosystem that supports women in multiple dimensions of their lives. Access W is not just a Nigeria-focused solution; it’s a pan-African proposition, with Access Bank’s presence in numerous countries across the continent. We have recently launched Access W in Botswana, and our mission is to impact women across Africa, not just locally in Nigeria. Our aim is to foster intra-African trade and connect women across the continent with global markets. One of the key offerings under Access W is the W Power loan, which has been in place for over a decade, providing women with preferential rates and terms to fund their businesses. Additionally, our digital lending team provides instant loans accessible via mobile devices, ensuring that women, regardless of the size of their business, can access financing quickly and conveniently. The W-branded debit card helps identify and serve women within our community, and we organize a range of seminars and events tailored to support women in business. We also have partnerships designed to help women learn practical skills, such as driving, and access loans for purchasing their first cars. Our training programs empower women with the tools they need to grow and succeed in their businesses. Just this week, we held our 6 th annual Womenpreneur ‘Pitch a Ton’ event where we celebrated over 100 graduates of the mini MBA programme we run in conjunction with the IFC for women-led small and medium businesses. These businesses are all doing amazing things on the continent, solving problems, creating employment and wealth. At Access Bank, we understand that empowering women leads to broader societal benefits. When we support women, we uplift families and contribute to the overall economic growth. This commitment to women’s economic empowerment is central to our values, and we continue to invest heavily in W Banking. Our youth solutions are also tailored to different life stages. For younger children, we offer Access Solo, an account that transitions from a parent-operated to a child-operated account once they turn 18. This progressive approach ensures that as children grow, they become more financially literate and prepared to manage their own finances. By the time they reach adulthood, they have their own debit cards, mobile apps, and full control over their accounts, empowering them to take charge of their financial future. How do you collaborate with fintechs companies? Some bankers view fintech companies primarily as competitors, but the potential for collaboration far outweighs the competitive angle. Despite the increasing digitalization of the financial sector, most transactions in the market are still conducted in cash, presenting a significant opportunity for partnership. Fintechs, working with banks as part of the overall financial ecosystem, have helped to bridge the financial inclusion divide and increase the velocity of money in the economy. To tap into this potential, we established a dedicated team—the Partnership and Digital Capabilities Team. Their primary role is to forge strategic partnerships with fintech companies, helping them gain better market access. This includes collaborating to provide payment services such as instant payments, leveraging partnerships like the one with Hydrogen to facilitate quick transactions, and even supporting fintechs in issuing payment cards. This approach is central to our strategy and has been a key focus for several years. We are moving beyond the traditional banking partnerships focused on payments, lending, and deposits. We have expanded into more strategic collaborations, such as our partnership with Coronation, which allows our customers to access the stock market and invest in Nigerian equities in real-time via our mobile app. This innovation lowers the barriers to entry for investing, allowing customers to easily view the market and make real-time transactions directly from their mobile phones. This is a part of our broader financial inclusion strategy to provide customers with access to a wider range of financial services beyond traditional deposit products, enabling them to build long-term wealth and contribute to economic growth in the community. What upcoming digital innovations or initiatives will further drive retail business growth? We foresee significant growth in the remittance space, with Nigeria receiving over $20 billion annually in remittances. Digital solutions are driving down the cost of international money transfers, enhancing speed and efficiency. Our partnerships with fintechs and international remittance operators aim to expand financial access, ensuring that more funds flow into the formal economy. What is Access Bank doing in this regard? With presence in over 15 countries, Access Bank is building its proprietary payment route, Access Africa, which connects all our countries of presence facilitating individual and business payments on the continent. We also collaborate with global payment schemes like Visa and Mastercard to facilitate seamless international transfers to over 150 countries in the world. By partnering with fintechs, we broaden access to financial services enabling remittances into mobile wallets, making money transfers more affordable and efficient The reduction in remittance costs will not only benefit the economy but also increase the flow of funds through formal channels. This will drive economic growth and prosperity within the continent. What is the future of remittances, and how is Access Bank preparing for it? We anticipate that remittances will evolve beyond cash transfers to include goods and services. For example, remittances could directly fund education fees, support online food retailers, or pay for medical expenses. This approach ensures that remittances are used for their intended purpose while helping to grow commerce and lower costs.
Italy is reportedly in talks with India to expand cooperation on port infrastructure, including ship and yacht manufacturing sectors. The discussion encompasses broader areas of blue economy and space exploration, Bloomberg News reported on Saturday, citing Italian Industry Minister Adolfo Urso. India and Italy share cultural and trade ties dating back centuries, the report cited Mr Urso, who is also Minister of Made in Italy, as saying. This means the two nations are well placed to build a "Cotton Route" as an alternative to China's "Silk Route," investing in ports, logistics, data and information technologies such as undersea cables, he said while speaking to Bloomberg on the sidelines of the Tour Vespucci in Mumbai on Saturday. On the issue of the potential impacts of the Middle East war on the India-Middle East-Europe Economic Corridor (IMEC), the Italian leader said that "war is all around us in Europe." He, however, said that an alternative is needed, as the Russia-Ukraine war has disrupted continental routes. It will also help alleviate pressure on the Suez Canal, the Minister said. Replying to a question about prospects of IMEC finding support under the upcoming US President Donald Trump's administration, Mr Urso said the corridor meets the strategic needs of both the US and Europe. IMEC is an initiative to establish a new trade and logistics corridor linking the Mediterranean with the Indo-Pacific via the Middle East. Meanwhile, Union Shipping, Ports and Waterways Minister Sarbananda Sonowal on Saturday told reporters that India and Italy held "informal" talks on Saturday. When asked about developments on the upcoming IMEC, the Minister said Italy has made some wishes and added that India will take the necessary steps on this aspect. "Both India and Italy are strong maritime nations having advanced space programmes," Sonowal said, stressing that ecology and economic aspirations have to go hand in hand. "From the enormousness of the ocean to the infinite vastness of space, the potential and benefit of the India-Italy partnership is immense," he said. The Minister also invited Italian museums to collaborate with India for the upcoming National Maritime Heritage Complex (NMHC) in Gujarat's Lothal. The Union Cabinet had recently given the nod for the NMHC, which is estimated to cost over Rs 3,500 crore, as per some reports. Italy and India share common interests and joint challenges in the Indo-Mediterranean Sea, a region vital for global trade. Recently, both India and Italy have intensified their bilateral relationship, advancing cooperation across political, economic, and defence sectors. This partnership has the potential to position both India and Italy as major players in the Indo-Pacific and Mediterranean region, where stability and collaboration are essential for global trade and security. In 2023, India with Italy, the United States, the United Arab Emirates, France, Saudi Arabia, Germany, and the European Union agreed to establish the India–Middle East Economic Corridor (IMEC) to enhance global trade and counter China's Belt and Road Initiative (BRI). The IMEC aims to connect a combined GDP of US $47 trillion with a comprehensive infrastructure network and focuses on high-efficiency trade routes, renewable energy, digital infrastructure and improved international communication networks, according to a report by East Asia Forum. To remove this article -MOUNT CARMEL — Shazier Bethea scored nine of his game-high 20 points during the third quarter as the Miners handed the Red Tornadoes their first loss of the season in the non-league contest. Down 42-40 to start the fourth quarter, Minersville (6-2) outscored Mount Carmel 14-7 in the final frame. Dante Carr also finished in double figures with 10 points for the Miners. Sophomores Jaylen Delaney and Jude Lazicki each had 14 points for the Red Tornadoes (8-1). Minersville 54, Mount Carmel 49 Minersville (6-2) 54 Logan Hutsko 4 1-1 9; Chase Zimerofsky 1 0-0 2; Shazier Bethea 8 1-3 20; Bradley Kostishak 4 0-0 8; Dante Carr 4 2-2 10; Jordan Bowers 2 0-0 5. Totals 23 4-5 54. 3-point goals: Bethea 3, Bowers. Did not score: None. Mount Carmel (8-1) 49 Chase Balichik 2 0-0 6; Matthew Balichik 4 0-0 9; Jude Lazicki 5 2-4 14; Jaylen Delaney 6 2-5 14; Luke Blessing 1 0-0 2; Noah Shimko 2 0-0 4. Totals 20 4-9 49. 3-point goals: C. Balichik 2, Lazicki 2, M. Balichik. Did not score: Tait Adams. Score by quarters Minersville;12;7;21;14 — 54 Mt.Carmel;17;8;17;7 — 49
Published 5:39 pm Thursday, November 21, 2024 By Data Skrive Let’s take a look at the injury report for the New Orleans Pelicans (4-12), which currently has eight players listed (including Brandon Ingram), as the Pelicans prepare for their matchup against the Golden State Warriors (11-3, two injured players) at Smoothie King Center on Friday, November 22 at 7:30 PM ET. Watch the NBA, other live sports and more on Fubo. What is Fubo? Fubo is a streaming service that gives you access to your favorite live sports and shows on demand. Use our link to sign up for a free trial. The Pelicans fell in their most recent game 128-100 against the Cavaliers on Wednesday. In the losing effort, Antonio Reeves paced the Pelicans with 34 points. The Warriors took care of business in their last game 120-97 against the Hawks on Wednesday. Andrew Wiggins’ team-leading 27 points paced the Warriors in the win. Sign up for NBA League Pass to get live and on-demand access to NBA games. Get tickets for any NBA game this season at StubHub. Catch NBA action all season long on Fubo. Not all offers available in all states, please visit BetMGM for the latest promotions for your area. Must be 21+ to gamble, please wager responsibly. If you or someone you know has a gambling problem, contact 1-800-GAMBLER .Darina Allen's top tips for Christmas cooking
Yes, there is a ground beef recall, but not for beef sold at grocery storesAn anti-deepfake law might have been generated by AI
How major US stock indexes fared Monday, 12/23/2024HANGAR12 Announces The 2024 Maureen Filetti Scholarship Winner
8 Things to Remember About Dexter’s Childhood Before ‘Original Sin’
Warren Buffett speaks out about why he won't be leaving his money to his children READ MORE: The very surprising stock that Warren Buffet bought this fall By TILLY ARMSTRONG ASSISTANT CONSUMER EDITOR FOR DAILYMAIL.COM Published: 14:46 EST, 25 November 2024 | Updated: 16:03 EST, 25 November 2024 e-mail 10 View comments America's most famous investor Warren Buffett has spoken out about why he will not leave his enormous fortune to his children. The so-called 'Oracle of Omaha', who is worth around $150 billion, said that he 'never wished to create a dynasty.' The 94-year-old made the comments as he named three independent trustees to oversee his philanthropy following his three children, CNBC reported. The investor is known for long-pledging not to give his children an inheritance, but to give away 99 percent of the money he has made through his company Berkshire Hathaway. In a letter released Monday, the billionaire wrote: 'I've never wished to create a dynasty or pursue any plan that extended beyond the children. 'I know the three well and trust them completely. Future generations are another matter. Who can foresee the priorities, intelligence and fidelity of successive generations to deal with the distribution of extraordinary wealth amid what may be a far different philanthropic landscape?' Buffett has three children, who are now 71, 69 and 66 years old. He has anticipated that his wealth may take longer to disburse than his children live. Alongside the appointment of trustees, Buffett also donated an additional $1.1 billion in Berkshire Hathaway stock to his family's four charitable foundations. America's most famous investor Warren Buffett has spoken out about why he will not leave his enormous fortune to his children (Pictured: Howard, Susie, Warren and Peter Buffett in 2011) Read More Warren Buffett's surprising move should send shivers down investors' spines The identity of the trustees is not known, but he said each is well known to his children. 'They are also somewhat younger than my children,' Buffett wrote. 'But these successors are on the wait list. I hope Susie, Howie and Peter themselves disburse all of my assets.' Buffett has been making yearly donation to the four family foundations since 2006. These are The Susan Thompson Buffett Foundation - which is named after his late wife - The Sherwood Foundation, The Howard G. Buffett Foundation and NoVo Foundation. He added that he has built a strong trust in his children's managerial ability and philanthropic ambition through years of observation, CNBC reported. 'The 2006-2024 period gave me the chance to observe each of my children in action and they have learned much about large-scale philanthropy and human behavior,' he said. 'They enjoy being comfortable financially, but they are not preoccupied with wealth. Their mother, from whom they learned these values, would be very proud of them. As am I.' Buffett has run the Omaha, Nebraska-based Berkshire Hathaway since 1965. The company, which owns Geico insurance and well-known brands such as See's Candies and Dairy Queen, became the first non-tech company to reach a $1 trillion valuation earlier this year. It comes after the company made surprise investments in Domino's Pizza and a pool supplies company this fall - causing share prices in both companies to spike. The investor said he had a strong trust in his children's managerial ability and philanthropic ambition through years of observation (Pictured: Howard, Susie and Peter Buffett) Berkshire had 1.28 million shares in Domino's for a stake worth about $549 million at the end of September Domino's popped by as much as 8 percent. Berkshire Hathaway had 1.28 million shares in the pizza chain for a stake worth about $549 million at the end of September. The conglomerate also bought 404,000 shares of Pool Corp., a distributor of swimming pool supplies, which were worth about $152 million as of that date. The filing also confirmed Berkshire had sold off more shares in Apple and Bank of America . Shares often rise after Berkshire discloses new investments, as investors believe that Buffett is providing a seal of approval. Caitlin Clark Consumer Finance Share or comment on this article: Warren Buffett speaks out about why he won't be leaving his money to his children e-mail Add commentShockwaves are reverberating through the e-bike industry in Canada and the United States after a year that saw several prominent brands declare bankruptcy or stop selling in the North American market, citing an inability to compete in an increasingly consolidated environment. Experts say changes that followed the industry’s unprecedented pandemic boom – from a rise in factory direct sales to rapidly evolving technology – have been devastating for independent brands. Vancouver-based DOST Bikes, California-based Juiced Bikes and iGO Electric of Montreal all declared bankruptcy or went into receivership within roughly the past year. Even global brands such as Japanese motor sports giant Yamaha Motor Co. Ltd. and Swiss company Stromer recently announced they were pulling their e-bikes out of North America, citing a softened market. The speed and comfort of e-bikes set them apart from traditional bicycles, opening up the age-old mode of transport to a wider range of users. From delivery people to commuters, the resounding sentiment from most e-bike fans is it’s fun to go fast and the power assist makes long trips so much easier. In Canada, the federal standard for an e-bike’s maximum speed is 32 km/h, and range varies from about 50 to 100 kilometres. The pandemic saw e-bike sales soar, as consumers with extra time and pent-up energy splurged on devices to stay active outdoors. In 2022, the Canadian market was worth about $240-million, with about 70,000 e-bikes sold that year, according to Rize Bikes. By 2025, Rize estimates the market will reach $345-million, with more than 100,000 bikes sold annually. Prices range from $14,000 for a Stromer bike to $3,100 for an ENVO and just $600 on Amazon.com Inc. for a bike from an overseas manufacturer. But makers and retailers say the domestic industry is flatlining. While it’s nowhere near taking its last breath, the changing landscape is forcing local brands to carve out a niche for themselves just to survive, in a market that has become dominated by cheap, direct-to-consumer sales. Sam Atakhanov, the founder of multiple e-bike startups, launched DOST Bikes in 2019 – just before the industry took off. “Things were going normal. Then there was that chain of events that happened over the last few years that really crippled our industry,” he said. For Mr. Atakhanov, it all began with Apple’s release of the iOS 14 operating system in September, 2020. The update affected advertisers’ ability to reach their target audiences, which meant Mr. Atakhanov’s ads on Google weren’t working as well as they used to. Then, pandemic supply-chain disruptions threw a wrench into his company’s cash flow, bumping manufacturing lead times from three months to a year, he said. “We’re sitting here with no stock for nearly a year before the money comes in, so we’re living off of lines of credit, our own cash, investment capital. We’re digging ourselves a hole,” he said. While supply chains improved by 2022, Mr. Atakhanov said rising interest rates and a receding customer base were some of the final blows dealt to his business. Retailers had rushed to double their stock during the pandemic, but the high demand disappeared almost as quickly as it came. “Then it’s a vicious cycle, race to the bottom, everybody’s trying to offload,” Mr. Atakhanov said. The last straw for DOST Bikes was when e-bike factories overseas began bypassing local companies, like DOST, to sell directly to North American consumers, Mr. Atakhanov said. “When that happened, our value proposition for all that great design, branding, marketing, all that just went right out the window because a factory can sell for half the price.” DOST Bikes filed for insolvency in December, 2023. “It was death by a thousand cuts,” Mr. Atakhanov said. And it wasn’t unique to DOST, said Haseeb Javed, a member of the product and engineering team at electric mobility company ENVO Drive Systems in Vancouver. He conducts industry research to determine what causes companies to fail and said most of them have a story similar to DOST’s. Based upon his research, Mr. Javed said ENVO has been very careful to diversify where its products are sold so it’s not reliant on a single revenue stream. For example, the company sells through Costco Wholesale Corp., storefronts and direct to consumers online. ENVO also sells more than just e-bikes, with e-scooters, water bikes with pontoons and snow bikes with skis also in its repertoire. Mr. Javed said this helps with the company’s brand awareness. “Some business models are better for this market. But ultimately, I believe that anyone who survived, either you need to be a Chinese factory who is selling at very low margins or you need to have differentiation,” he said. Kevin McLaughlin, the CEO of Zygg E-Bikes, which operates in Toronto and Vancouver, said 2024 has been a challenging year for his subscription-based company. At Zygg, customers can rent or buy new and used e-bikes, a model that sets the company apart from stores that only sell new bikes. He said Zygg is a popular choice with food delivery workers. At the peak of the pandemic, Zygg did about $2.5-million a year in sales. This year, revenues will come in under $2-million. Amid the technological evolution of e-bikes, Mr. McLaughlin said he’s scrambling to modernize his fleet. And bikes that he bought at $2,000 and once sold for $3,000 now have a markup of just $400. “There’s enormous downward pressure,” he said. Mr. Atakhanov said his company has also had to compete with bigger brands that can afford to innovate – and market those innovations – at a much faster pace. For example, tech company DJI created an e-bike drive system that can connect to a user’s smartphone, allowing them to control things such as their bike’s lock status or power assist through an app. “My product, all of a sudden, over the weekend, looks like it’s last year’s model,” he said. While smaller companies may be struggling to keep up, the prevailing sentiment among industry players is that demand for such micromobility devices isn’t going away. Michael Pasquali, the founder of the Canadian Electric Bike Association, said people are going to continue to buy e-bikes even if the industry never again reaches the heights it did during the pandemic.
None(CBS DETROIT) - Jennifer Crumbley, the mother of the Oxford High School shooter , has requested to be released from prison pending the outcome of her appeal. Crumbley's attorney, Michael Deszi, filed a motion in the Oakland County Circuit Court on Thursday, arguing that Crumbley is not a "flight risk" and "poses no danger to the public." "This case has been bungled starting with the prosecution's overreaching charge of involuntary manslaughter of a parent for the intentional criminal acts of her son who was charged and treated as an adult in the eyes of the law," Deszi wrote in the court filing. He later wrote, "It would be grossly unfair and unjust to keep Mrs. Crumbley locked up for years while this matter proceeds slowly (likely for years) before the appellate courts," Deszi wrote in the court filing. Jennifer Crumbley and her husband, James, were convicted of four counts of involuntary manslaughter in connection with the Nov. 30, 2021 shooting that killed four students and injured six others and a teacher. The Crumbleys made history as the first parents to be convicted. for a mass shooting committed by their child. The couple's son, Ethan Crumbley, was sentenced in December 2023 to life in prison after pleading guilty to multiple charges, including murder and terrorism. His appellate attorney filed a motion seeking to withdraw his guilty plea and grant resentencing. However, Judge Kwame Rowe denied that request . Earlier this month, Jennifer Crumbley asked the court to overturn her conviction or grant her a new trial. On Thursday, Deszi also accused prosecutors of arranging "secret agreements" with two star witnesses. "The suppression of these secret agreements violates the most basic, well-understood duties of a prosecutor to turn over all evidence that is favorable to the defense or could be used for impeachment purposes," he said. He argued that Crumbley's sentencing guidelines recommended 43-86 months in prison but was instead given 10 to 15 years . Shortly after sentencing, Jennifer Crumbley initially requested to be housed at her attorney's guest home , but was sent to the all-female Huron Valley Correctional Facility in Ypsilanti. The Crumbleys will be in prison until December 2036 but could be released as early as December 2031 after already serving more than two years. Oxford High School shooting Jennifer Crumbley Michigan DeJanay Booth-Singleton is a digital producer at CBS Detroit. She covers various topics such as crime, business and politics.
Joe Burrow's home broken into during Monday Night Football in latest pro-athlete home invasionHow to Watch the NBA Today, December 1