Tom Happersett with Happ's Christmas Tree Farm joins LiveNOW's Jeané Franseen to discuss all the Christmas tree secrets. According to Square, the best time to buy a Christmas tree depends on your priorities, with Black Friday seeing the highest sales and prices averaging $112. Purchasing on the first Saturday in December may offer a slight discount, with trees averaging $105. The cheapest time to buy is just before Christmas, with prices dropping to around $85, a 32% savings from Black Friday. One of the most cherished traditions of the holiday season is picking out the perfect Christmas tree to adorn your home. But, when is the best time to purchase a tree ? According to Square , it depends. The business technology company analyzed data from thousands of Christmas tree sellers in 2023 to uncover the most popular time to buy, along with how tree prices fluctuate throughout the season. Christmas trees are on display at a Christmas tree market in TriBeCa on November 27, 2020 in New York City. (Credit: Noam Galai/Getty Images) Last year, the largest surge in tree sales occurred on Black Friday , with the average tree costing around $112, according to Square. "We find the demand for real Christmas trees has grown substantially over the years," Tom Dull, the co-owner and general manager of Dull’s Tree Farm located in Thorntown, Indiana, told Square. "Our business opens the day after Thanksgiving on Black Friday, and we generally see a third of our sales for the season on that day, selling a tree off the farm almost every 17 seconds." For those who waited and purchased on the first Saturday in December, the second most popular day for tree shopping, prices dropped to $105. "The cheapest time to buy a Christmas tree is right before Christmas," said Square’s research lead Ara Kharazian, but added, "The best time is whichever day maximizes joy in your household." According to the findings, the closer it gets to Christmas, the further tree prices tend to fall as demand starts to taper off. RELATED: Prevent Christmas tree fires with these tips and tricks By the week before Christmas, over 90% of trees had been sold, and sellers were reducing prices to clear out inventory before the end of the season. In fact, consumers that put off their purchase until then saved 32% compared to Black Friday prices, with the average cost coming down to $85. The National Christmas Tree Association said that there are approximately 25-30 million real Christmas trees sold in the U.S. every year. The top Christmas Tree producing states are Oregon, North Carolina, Michigan, Pennsylvania, Wisconsin and Washington. The Source The information for this story was provided by the National Christmas Tree Association and Square, which sampled more than 3,000 Christmas tree sellers in the U.S. This story was reported from Los Angeles.
Norton Introduces Small Business Premium for Business-Grade Security
Voyagers Ready to Go DarkTorrent Power shares in spotlight as co’s Rs 3,500 crore QIP oversubscribed 4 times
NEW YORK, Dec. 10, 2024 (GLOBE NEWSWIRE) -- WHY: New York, N.Y., December 10, 2024. Rosen Law Firm, a global investor rights law firm, announces the filing of a class action lawsuit on behalf of purchasers of securities, including call options, of Five9, Inc. (NASDAQ: FIVN) between June 4, 2024 and August 8, 2024, both dates inclusive (the “Class Period”). A class action lawsuit has already been filed. If you wish to serve as lead plaintiff, you must move the Court no later than February 3, 2025. SO WHAT: If you purchased Five9 securities during the Class Period you may be entitled to compensation without payment of any out of pocket fees or costs through a contingency fee arrangement. WHAT TO DO NEXT: To join the Five9 class action, go to https://rosenlegal.com/submit-form/?case_id=32046 or call Phillip Kim, Esq. toll-free at 866-767-3653 or email case@rosenlegal.com for information on the class action. A class action lawsuit has already been filed. If you wish to serve as lead plaintiff, you must move the Court no later than February 3, 2025. A lead plaintiff is a representative party acting on behalf of other class members in directing the litigation. WHY ROSEN LAW: We encourage investors to select qualified counsel with a track record of success in leadership roles. Often, firms issuing notices do not have comparable experience, resources, or any meaningful peer recognition. Be wise in selecting counsel. The Rosen Law Firm represents investors throughout the globe, concentrating its practice in securities class actions and shareholder derivative litigation. Rosen Law Firm achieved the largest ever securities class action settlement against a Chinese Company at the time. Rosen Law Firm was Ranked No. 1 by ISS Securities Class Action Services for number of securities class action settlements in 2017. The firm has been ranked in the top 4 each year since 2013 and has recovered hundreds of millions of dollars for investors. In 2019 alone the firm secured over $438 million for investors. In 2020, founding partner Laurence Rosen was named by law360 as a Titan of Plaintiffs’ Bar. Many of the firm’s attorneys have been recognized by Lawdragon and Super Lawyers. DETAILS OF THE CASE: According to the lawsuit, during the Class Period, defendants made false and/or misleading statements and/or failed to disclose that: (1) Five9’s net new business was not “strong irrespective of the macro” and was, in fact, hampered by macroeconomic issues such as constrained and scrutinized customer budgets; (2) Five9 was in the midst of a challenging bookings quarter due, in part, to sales execution and efficiency issues, and Five9 was not “seeing very strong bookings momentum”; and (3) defendants did not have “enough information in terms of [their] existing customers that are going live” such that the statements that Five9 would see a positive inflection in its dollar-based retention rate lacked a reasonable basis. When the true details entered the market, the lawsuit claims that investors suffered damages. To join the Five9 class action, go to https://rosenlegal.com/submit-form/?case_id=32046 or call Phillip Kim, Esq. toll-free at 866-767-3653 or email case@rosenlegal.com for information on the class action. No Class Has Been Certified. Until a class is certified, you are not represented by counsel unless you retain one. You may select counsel of your choice. You may also remain an absent class member and do nothing at this point. An investor’s ability to share in any potential future recovery is not dependent upon serving as lead plaintiff. Follow us for updates on LinkedIn: https://www.linkedin.com/company/the-rosen-law-firm , on Twitter: https://twitter.com/rosen_firm or on Facebook: https://www.facebook.com/rosenlawfirm/ . Attorney Advertising. Prior results do not guarantee a similar outcome. Contact Information: Laurence Rosen, Esq. Phillip Kim, Esq. The Rosen Law Firm, P.A. 275 Madison Avenue, 40th Floor New York, NY 10016 Tel: (212) 686-1060 Toll Free: (866) 767-3653 Fax: (212) 202-3827 case@rosenlegal.com www.rosenlegal.com
Electric vehicles hold the promise to further cut tailpipe emissions linked to thousands of premature deaths in the U.S. But EV sales in the U.S. face a U-turn under the new Trump administration, threatening to reverse progress on the climate and public health impacts of transportation pollution. New data from the U.S. Environmental Protection Agency released Monday shows that the country's vehicle fleet has reached its highest fuel efficiency and the lowest greenhouse gas emissions on record following a suite of federal policies supporting EV sales and placing stricter controls on auto emissions. "Manufacturers continue to innovate and are bringing technologies to market which will directly improve air quality, better protecting people's health and saving lives," EPA Administrator Michael Regan said in a statement. But President Donald Trump , who will return to office in January, has pledged to roll back emissions standards set by President Joe Biden and end the tax credits for EV purchases under the Inflation Reduction Act , or IRA. A new analysis finds that a repeal of the EV tax credit could sharply reduce EV sales. "Our calculation is that they would decrease by 27 percent," University of California , Berkeley, associate professor Joseph Shapiro told Newsweek . In a working paper published by UC Berkeley's Energy Institute at the Haas School of Business, Shapiro and colleagues explored what would have happened to EVs last year without the $7,500 credit for EVs in the IRA. They found that EV registrations—the combined sales and leases—would drop each year by more than 300,000. "It's the U.S. manufacturers who are disproportionately impacted," Shapiro added. The analysis found that because the IRA tax credits were crafted to support U.S. automakers, the elimination of the credits would only cause foreign-made EV sales to drop by about 2 percent. The potential shift in EV policy carries major implications for U.S. climate policy and for the U.S. auto industry, which has invested heavily in EV and battery manufacturing. There are also enormous—and often overlooked—consequences for public health. Continued Pollution Despite Progress This year is the 50th anniversary of the EPA's Automotive Trends Report. In that time, the agency said, American vehicles have become 99 percent cleaner, cutting pollutants like particulate matter, soot and carbon monoxide that contribute to asthma, heart problems and cancer. But despite that progress, the EPA said, pollution from cars and trucks still harms public health and accounts for nearly 17 percent of all U.S. greenhouse gas emissions. Ray Minjares is program director for heavy-duty vehicles at the nonprofit International Council on Clean Transportation, and he has 20 years of experience in environment, energy and transportation policy. Minjares said a 2019 ICCT study found that even with the long-term improvements to clean up cars and trucks, their exhaust still made up nearly 20 percent of all outdoor air pollution Americans encounter. Particulate matter and ozone from autos contributed to about 22,000 annual premature deaths in the U.S., the ICCT study found, and the social cost of that health burden was about $210 billion. Minjares said that even with increased fuel efficiency and better emissions controls, health impacts from pollution will persist due to "the inherent fallibility" of the internal combustion engine. "The way we get past that is we advance to zero-emission engines," Minjares said. "That's the way we deal with these problems and put them to bed permanently." Internationally, the toll from vehicle pollution was much higher, the study found, with 385,000 deaths attributable to transportation emission sources and approximately $1 trillion in health damages globally. Diesel engines are responsible for a disproportionate amount of the pollution, Minjares said. In the U.S., roughly three-quarters of the most damaging tailpipe emissions came from diesel vehicles, especially heavy-duty trucks and buses. "It would make sense from a public health perspective to really double down on controlling these heavy-duty diesel vehicles and, even better, electrifying them," he said. In addition to the tax credits for EVs, the IRA and the Bipartisan Infrastructure Act included generous support for electrifying trucks and school buses and developing the charging infrastructure for them. Minjares said the EPA's new emissions standards on heavy trucks will likely require more truck makers to go electric. Many manufacturers and truck fleet operators are finding that the switch to electric yields long-term cost savings in a competitive global market, he said. "If President Trump were to roll back federal rules on heavy-duty greenhouse gas standards, it would undermine their ability to compete with China and with Europe," Minjares said. A Global EV Transition Minjares said that in addition to federal incentives for EVs, state policies are also important, especially California's. California is not only one of the largest markets for auto sales, but it has also traditionally had a leadership role in regulating auto emissions. California's Democratic Governor Gavin Newsom said in a statement Monday that if the Trump administration removes the EV tax credit, his state will be "doubling down on our commitment to clean air" by providing additional support. "We're not turning back on a clean transportation future—we're going to make it more affordable for people to drive vehicles that don't pollute," Newsom said. Minjares said that type of state support, the auto industry's heavy investment in EVs and global market trends all point to a continuing transition to electric drive regardless of whether the U.S. federal support for EVs is repealed. "I don't think there's anything that President Trump can do to change the EV direction in this country," Minjares said. Shapiro agreed that EVs now have a momentum that will be hard to stop. "EVs are not Betamax," Shapiro said, in reference to the obsolete 1980s videotape format. "This is not like a technology that's going to appear and disappear overnight." Shapiro said the health, climate and economic benefits that electric vehicles offer lead most analysts to conclude that the EV transition will happen: "The question is, how rapidly does it happen and where does the manufacturing occur?"Germany to tighten criminal law as people-smuggling ‘action plan’ agreed with UK
The 49ers will do everything they can to finish the 2024 season with a 9-8 record but coach Kyle Shanahan isn’t thinking beyond that. A 12-6 loss to the Los Angeles Rams all but ended their playoff aspirations with games at Miami, at home against Detroit and the regular-season finale in Arizona still to play. For a team that had played in the NFC Championship Game four out of the last five years and played in two Super Bowls, it’s a huge letdown. “I’ll talk about 2025 when we get to 2025,” Shanahan said in a conference call with local media Friday. “But you have hope every year. You put together the best team possible, you go and practice and you go out there and you battle. So that’s what we do every single offseason. “You figure out how to get the best players possible through free agency and the Draft, you try to keep your best players as possible, you go to work and you show up for Week One.” The 49ers are coming to grips with being an also-ran. The reasons for the 49ers’ slide go much further than making a bad choice last offseason to bring in linebacker De’Vondre Campbell as a temporary replacement for Dre Greenlaw, who was rehabbing a torn Achilles. The 49ers are working through the process of removing Campbell from the roster either through suspension or release after he declined to play against the Rams. One thing Shanahan has no intention of doing is questioning his team’s want-to and preparation, even of those qualities have resulted in something foreign for the 49ers in terms of playing clean football. “I thought our guys showed up ready to play,” Shanahan said. “I thought we battled and a few key plays were the difference in the game. But I thought our guys sold out and I expect them to sell out the next three games.” While the 49ers’ commitment wasn’t an issue other than Campbell, their execution and playmaking was a huge problem on offense. The 49ers gained 191 yards of total offense, the second-lowest number since Shanahan arrived in 2017 and took control of the offense. It’s only the second time the 49ers failed to gain 200 yards of offense in 141 games with Shanahan as head coach. The only time they gained fewer yards was a 31-7 loss to Philadelphia in the NFC Championship game played for more than three quarters without a viable quarterback since Brock Purdy (elbow) and Josh Johnson (concussion) were injured and Purdy had to re-enter the game unable to pass. The 49ers were so anemic against the Rams they failed to reach the red zone just one week after going 5-for-6 in a 38-13 win over the Chicago Bears. Asked if he could ever remember that happening as a play-caller, Shanahan said, “I’m not sure. I’ve been doing this a long time.” On the 49ers’ second series, Purdy found tight end George Kittle for a 33-yard gain — the play set up a 53-yard field goal by Jake Moody for a 3-0 lead — and the 49ers didn’t have a snap that gained more than 18 yards the rest of the night. They averaged 3.6 yards per snap and were 3-for-12 on third-down conversions. “I know that we were averaging like three yards a play at halftime. I don’t know what it was after that,” Kittle said. “They came out with some funky looks once in a while, but I just thought as skill positions, whether it was tight end, quarterback, running back, fullback, wide receiver, I just thought we could have stepped up our game and played better and we didn’t. ” Purdy insisted there were plays there for the taking — rain or no rain. “The weather was the weather in the first half, but even with that, I think there were still some ops for us to convert on third down and move the chains,” Purdy said. “In the second half there were drives where we could’ve stayed on the field. I had to be better for this team and didn’t play my best.” GREENLAW’S RETURN Linebacker Dre Greenlaw’s return was an inspiration to Shanahan and his teammates, with the 49ers’ linebacker registering eight first half tackles and ranging sideline to sideline as if he’d never had a ruptured Achilles. He departed when his leg tightened up, with Monday bringing the news that it had more to do with fatigue than another injury. With the 49ers getting a mini-bye this weekend before visiting Miami in Week 16, Greenlaw could be good to go for another start. “He’s got some soreness. He’s day to day,” Shanahan said. It reminded Shanahan of Greenlaw in Year 3, when he had a groin injury in the opener that needed surgery, and other than 13 snaps in Week 11 against Minnesota, didn’t play again until the regular-season finale against the Rams when he had 12 tackles. “We needed to win that to go to the playoffs,” Shanahan said. “And that game, I thought he had one of the best games I’ve ever seen from linebacker play and it was looking a lot like that last night too. Exactly the same, it was just only a half a football, but it was amazing.” THE INJURY FRONT — Left tackle Trent Williams continues to heal slowly from an ankle injury but Shanahan hopes to get him in the lineup before the season is over. “He’s trying to get back, but it’s just been a frustrating injury for him,” Shanahan said. ” t hasn’t healed like he or we would like. Having these 10 more days before our next game, hopefully that gives a better chance” — Defensive end Nick Bosa emerged from the Rams game without any setbacks to his oblique/hip injuries. “It was awesome to get Nick back and he really helped us,” Shanahan said. “It was a good sign that they didn’t tell me about anything today.” — Linebacker Dee Winters is day to day with a neck injury. SNAP JUDGEMENTS 64: Linebacker Fred Warner, cornerback Deommodore Lenoir and cornerback Renardo Green each played all but one snap on defense. 60: One game after playing a career low 15 snaps, safety Ji’Ayir Brown played 60 snaps with Malik Mustapha missing the game with a chest injury. Brown came out of the game with a groin injury and is day to day. 54: Guards Aaron Banks and Dominick Puni, tackles Jaylon Moore and Colton McKivitz, center Jake Brendel and Purdy played every offensive snap. 51: Starting split end Jauan Jennings was targeted nine times from Purdy while missing just three snaps but had just two receptions for 31 yards. 41: The 75.9 percent figure of snap counts was the most for Isaac Guerendo in his rookie season after coming in questionable with a foot sprain. Backup Patrick Taylor Jr. played just three snaps. 30: Greenlaw made a remarkable return in his first game back from rupturing an Achilles tendon last Feb. 11. 26: Linebacker Demetrius Flannigan-Fowles, playing with a sore knee, played 26 snaps mostly after Greenlaw’s departure with Campbell refusing to enter the game. 10: Tashaun Gipson got his first work on defense since rejoining the 49ers on Nov. 7. 5: Edge rusher Ronald Beal Jr., who has had trouble getting traction as a pass rusher all season, played sparingly with Nick Bosa (47), Leonard Floyd (39) and Yetur Gross-Matos (31) getting the bulk of the work.
(Bloomberg) — The retail entrepreneur behind fast-fashion chain Groupe Dynamite Inc. says he decided to take the company public after exploring talks with private equity groups and determining they weren’t the right fit. The company that owns the Garage and Dynamite retail brands went public last month on the Toronto Stock Exchange, with owner and Chief Executive Officer Andrew Lutfy selling a 13% interest. It was the largest initial public offering of a Canadian company on the country’s main exchange this year, and valued Lutfy’s stake at nearly C$2 billion ($1.4 billion). The 60-year-old businessman said the IPO resulted from a “come-to-Jesus moment” at the end of 2018, when he realized he had neither an internal successor nor children willing to take over. He needed a plan — but he also needed to improve the business. When the pandemic hit, the company filed for creditor protection to restructure its store leases, saving costs and putting more emphasis on better locations. Revenue and profits surged. “Private equity firms like buying broken assets, adding value, and then exiting three to five years later at a profit,” he said. “Although they marveled at our business, they had a hard time appreciating where they could fit in, and we agreed.” Going public became the best option. Lutfy’s realization that he lacked successors led him to create a formal board of directors and an employee share ownership plan in 2019. He also hired McKinsey & Co. to “change the mindset from compliance and audit, to growth and goals.” Since 2021, revenues have grown at a compounded annual rate of nearly 15%, reaching C$888 million for the 12-month period that ended Aug. 3. Today, Groupe Dynamite has about 300 stores in Canada and the US and plans to add 50 more by the end of fiscal 2028, including in the UK. Luxury Property Lutfy started in the business in 1982 as a stockroom clerk at the first Garage store in Montreal, which was owned by his then-girlfriend’s family. The family gave him a sweat-equity stake of 25% in the 1980s, and in 2003 he bought all remaining shares of the company. The shares offered during the IPO were a “minimum viable float,” Lutfy said, but he’s thinking about gradually selling down his stake to 10% by 2035. Groupe Dynamite shares went public at C$21, and the stock is now slightly below that level. Lutfy said he’s not concerned: his company offers a “nice complement” to a balanced Canadian portfolio. The TSX is heavy on mining and financial services stocks, with few large retailers. “There is a scarcity of our type of business,” he said. After the underwriters’ fee, the IPO yielded C$281 million in cash for Lutfy, out of which he repaid Dynamite C$110 million. He doesn’t yet know what he’ll do with the rest. He already owns a sizable real estate portfolio in the Canadian province of Quebec. Managing this portfolio occupies about half of his time. He owns 80% of the Royalmount, a new luxury shopping mall in Montreal, the first phase of which cost more than C$1 billion. The project is also backed by L Catterton, a private equity firm tied to LVHM Moet Hennessy Louis Vuitton and French luxury magnate Bernard Arnault, the world’s fifth-richest person. The first phase represents only 8% of the total Royalmount complex Lutfy hopes to build — those plans include thousands of housing units — and he can’t hide his ambitions or his involvement. While walking through the mall, he stopped to take a picture of a defective floor joint and report it. Lutfy also holds a 20% stake in another Quebec shopping center and owns the Four Seasons Hotel in Montreal. His family office also invests in public markets and private companies. Lutfy said he’s in the business of making people happy, and it pays off. “I have a reasonable third leg to my life that has a fair amount of liquidity.” To investors who might be concerned about his full commitment to Dynamite, he said: “The past is an amazing precursor to the future in this case.”
SAN FRANCISCO--(BUSINESS WIRE)--Dec 9, 2024-- Planet Labs PBC (NYSE: PL) (“Planet” or the “Company”), a leading provider of daily data and insights about Earth, today announced financial results for the period ended October 31, 2024. "We are pleased with the multiple large contracts secured with government customers globally this quarter, which we expect to ramp up into the year ahead. The third quarter represented Planet’s largest ever quarter of ACV bookings, helping lay the foundation for future growth," said Will Marshall, Planet’s Co-Founder, Chief Executive Officer and Chairperson. "We continue to see strong demand for our data, particularly where enhanced with AI-enabled solutions. We also saw first light from our Tanager satellite, released the first set of over 300 CO2 and methane detections, and are progressing towards commercializing its hyperspectral data. The success of this program has led us to actively pursue other opportunities that similarly advance our technology roadmap while enhancing our financial position. Ultimately, we believe Planet is well positioned for growth going forward." Ashley Johnson, Planet’s President and Chief Financial Officer, added, “We saw significant improvement in the fundamentals of the business during the quarter, as evident in the year-over-year and sequential improvement in margins, as well as the continued progress on our path to profitability. I’m pleased to confirm that we’re on track to achieve our target of Adjusted EBITDA profitability next quarter. Meanwhile, we’re reducing our cash burn and our balance sheet remains strong with approximately $242 million of cash, cash equivalents, and short-term investments as of the end of the quarter, and we continue to have no debt.” Third Quarter of Fiscal 2025 Financial and Key Metric Highlights: Recent Business Highlights: Growing Customer and Partner Relationships New Technologies and Products Impact and ESG Fourth Quarter Financial Outlook For the fourth quarter of fiscal year 2025, ending January 31, 2025, Planet expects revenue to be in the range of approximately $61 million to $63 million. Non-GAAP Gross Margin is expected to be in the range of approximately 63% to 65%. Adjusted EBITDA is expected to be in the range of approximately $0 to $2 million for the quarter. Capital Expenditures are expected to be in the range of approximately $8 million and $11 million for the quarter. Planet has not reconciled its Non-GAAP financial outlook to the most directly comparable GAAP measures because certain reconciling items, such as stock-based compensation expenses and depreciation and amortization are uncertain or out of Planet’s control and cannot be reasonably predicted. The actual amount of these expenses during the fourth quarter of fiscal year 2025 will have a significant impact on Planet’s future GAAP financial results. Accordingly, a reconciliation of Planet’s Non-GAAP outlook to the most comparable GAAP measures is not available without unreasonable efforts. The foregoing forward-looking statements reflect Planet’s expectations as of today’s date. Given the number of risk factors, uncertainties and assumptions discussed below, actual results may differ materially. Webcast and Conference Call Information Planet will host a conference call at 5:00 p.m. ET / 2:00 p.m. PT today, December 9, 2024. The webcast can be accessed at www.planet.com/investors/ . A replay will be available approximately 2 hours following the event. If you would prefer to register for the conference call, please go to the following link: https://www.netroadshow.com/events/login?show=00196caf&confId=74075 . You will then receive your access details via email. Additionally, a supplemental presentation has been provided on Planet’s investor relations page. About Planet Labs PBC Planet is a leading provider of global, daily satellite imagery and geospatial solutions. Planet is driven by a mission to image the world every day, and make change visible, accessible and actionable. Founded in 2010 by three NASA scientists, Planet designs, builds, and operates the largest Earth observation fleet of imaging satellites. Planet provides mission-critical data, advanced insights, and software solutions to over 1,000 customers, comprising the world’s leading agriculture, forestry, intelligence, education and finance companies and government agencies, enabling users to simply and effectively derive unique value from satellite imagery. Planet is a public benefit corporation listed on the New York Stock Exchange as PL. To learn more visit www.planet.com and follow us on X (formerly Twitter) or tune in to HBO’s ‘Wild Wild Space’. Channels for Disclosure of Information Planet intends to announce material information to the public through a variety of means, including filings with the Securities and Exchange Commission, press releases, public conference calls, webcasts, the investor relations section of its website (investors.planet.com) and its blog (planet.com/pulse) in order to achieve broad, non-exclusionary distribution of information to the public and for complying with its disclosure obligations under Regulation FD. It is possible that the information Planet posts on its blog could be deemed to be material information. As such, Planet encourages investors, the media, and others to follow the channels listed above and to review the information disclosed through such channels. Planet’s Use of Non-GAAP Financial Measures This press release includes Non-GAAP Gross Profit, Non-GAAP Gross Margin, certain Non-GAAP Expenses described further below, Non-GAAP Loss from Operations, Non-GAAP Net Loss, Non-GAAP Net Loss per Diluted Share, Adjusted EBITDA and Backlog, which are non-GAAP measures the Company uses to supplement its results presented in accordance with U.S. GAAP. The Company includes these non-GAAP financial measures because they are used by management to evaluate the Company’s core operating performance and trends and to make strategic decisions regarding the allocation of capital and new investments. Non-GAAP Gross Profit and Non-GAAP Gross Margin: The Company defines and calculates Non-GAAP Gross Profit as gross profit adjusted for stock-based compensation, amortization of acquired intangible assets classified as cost of revenue, restructuring costs, and employee transaction bonuses in connection with the Sinergise business combination. The Company defines Non-GAAP Gross Margin as Non-GAAP Gross Profit divided by revenue. Non-GAAP Expenses: The Company defines and calculates Non-GAAP cost of revenue, Non-GAAP research and development expenses, Non-GAAP sales and marketing expenses, and Non-GAAP general and administrative expenses as, in each case, the corresponding U.S. GAAP financial measure (cost of revenue, research and development expenses, sales and marketing expenses, and general and administrative expenses) adjusted for stock-based compensation, amortization of acquired intangible assets, restructuring costs, certain litigation expenses, and employee transaction bonuses in connection with the Sinergise business combination, that are classified within each of the corresponding U.S. GAAP financial measures. Non-GAAP Loss from Operations: The Company defines and calculates Non-GAAP Loss from Operations as loss from operations adjusted for stock-based compensation, amortization of acquired intangible assets, restructuring costs, certain litigation expenses, and employee transaction bonuses in connection with the Sinergise business combination. Non-GAAP Net Loss and Non-GAAP Net Loss per Diluted Share: The Company defines and calculates Non-GAAP Net Loss as net loss adjusted for stock-based compensation, amortization of acquired intangible assets, restructuring costs, certain litigation expenses, and employee transaction bonuses in connection with the Sinergise business combination, and the income tax effects of the non-GAAP adjustments. The Company defines and calculates Non-GAAP Net Loss per Diluted Share as Non-GAAP Net Loss divided by diluted weighted-average common shares outstanding. Adjusted EBITDA: The Company defines and calculates Adjusted EBITDA as net income (loss) before the impact of interest income and expense, income tax expense and depreciation and amortization, and further adjusted for the following items: stock-based compensation, change in fair value of warrant liabilities, non-operating income and expenses such as foreign currency exchange gain or loss, restructuring costs, certain litigation expenses, and employee transaction bonuses in connection with the Sinergise business combination. The Company presents Non-GAAP Gross Profit, Non-GAAP Gross Margin, certain Non-GAAP Expenses described above, Non-GAAP Loss from Operations, Non-GAAP Net Loss, Non-GAAP Net Loss per Diluted Share and Adjusted EBITDA because the Company believes these measures are frequently used by analysts, investors and other interested parties to evaluate companies in Planet’s industry and facilitates comparisons on a consistent basis across reporting periods. Further, the Company believes these measures are helpful in highlighting trends in its operating results because they exclude items that are not indicative of the Company’s core operating performance. Backlog: The Company defines and calculates Backlog as remaining performance obligations plus the cancellable portion of the contract value for contracts that provide the customer with a right to terminate for convenience without incurring a substantive termination penalty and written orders where funding has not been appropriated. Backlog does not include unexercised contract options. Remaining performance obligations represent the amount of contracted future revenue that has not yet been recognized, which includes both deferred revenue and non-cancelable contracted revenue that will be invoiced and recognized in revenue in future periods. Remaining performance obligations do not include contracts which provide the customer with a right to terminate for convenience without incurring a substantive termination penalty, written orders where funding has not been appropriated and unexercised contract options. An increasing and meaningful portion of the Company’s revenue is generated from contracts with the U.S. government and other government customers. Cancellation provisions, such as termination for convenience clauses, are common in contracts with the U.S. government and certain other government customers. The Company presents Backlog because the portion of its customer contracts with such cancellation provisions represents a meaningful amount of the Company’s expected future revenues. Management uses backlog to more effectively forecast the Company’s future business and results, which supports decisions around capital allocation. It also helps the Company identify future growth or operating trends that may not otherwise be apparent. The Company also believes Backlog is useful for investors in forecasting the Company’s future results and understanding the growth of its business. Customer cancellation provisions relating to termination for convenience clauses and funding appropriation requirements are outside of the Company’s control, and as a result, the Company may fail to realize the full value of such contracts. Non-GAAP financial measures have limitations as analytical tools and should not be considered in isolation from, as a substitute for, or superior to, measures of financial performance prepared in accordance with U.S. GAAP. The non-GAAP financial measures presented are not based on any standardized methodology prescribed by U.S. GAAP and are not necessarily comparable to similarly-titled measures presented by other companies, which may have different definitions from the Company’s. Further, certain of the non-GAAP financial measures presented exclude stock-based compensation expenses, which has recently been, and will continue to be for the foreseeable future, a significant recurring expense for the Company and an important part of its compensation strategy. Other Key Metrics ACV and EoP ACV Book of Business: In connection with the calculation of several of the key operational and business metrics we utilize, the Company calculates Annual Contract Value (“ACV”) for contracts of one year or greater as the total amount of value that a customer has contracted to pay for the most recent 12 month period for the contract, excluding customers that are exclusively Sentinel Hub self-service paying users. For short-term contracts (contracts less than 12 months), ACV is equal to total contract value. The Company also calculates EoP ACV Book of Business in connection with the calculation of several of the key operational and business metrics we utilize. The Company defines EoP ACV Book of Business as the sum of the ACV of all contracts that are active on the last day of the period pursuant to the effective dates and end dates of such contracts, excluding customers that are exclusively Sentinel Hub self-service paying users. Active contracts exclude any contract that has been canceled, expired prior to the last day of the period without renewing, or for any other reason is not expected to generate revenue in the subsequent period. For contracts ending on the last day of the period, the ACV is either updated to reflect the ACV of the renewed contract or, if the contract has not yet renewed or extended, the ACV is excluded from the EoP ACV Book of Business. The Company does not annualize short-term contracts in calculating its EoP ACV Book of Business. The Company calculates the ACV of usage-based contracts based on the committed contracted revenue or the revenue achieved on the usage-based contract in the prior 12-month period. Percent of Recurring ACV: Percent of Recurring ACV is the portion of the total EoP ACV Book of Business that is recurring in nature. The Company defines EoP ACV Book of Business as the sum of the ACV of all contracts that are active on the last day of the period pursuant to the effective dates and end dates of such contracts, excluding customers that are exclusively Sentinel Hub self-service paying users. The Company defines Percent of Recurring ACV as the dollar value of all data subscription contracts and the committed portion of usage-based contracts (excluding customers that are exclusively Sentinel Hub self-service paying users) divided by the total dollar value of all contracts in our EoP ACV Book of Business. The Company believes Percent of Recurring ACV is useful to investors to better understand how much of the Company’s revenue is from customers that have the potential to renew their contracts over multiple years rather than being one-time in nature. The Company tracks Percent of Recurring ACV to inform estimates for the future revenue growth potential of our business and improve the predictability of our financial results. There are no significant estimates underlying management’s calculation of Percent of Recurring ACV, but management applies judgment as to which customers have an active contract at a period end for the purpose of determining EoP ACV Book of Business, which is used as part of the calculation of Percent of Recurring ACV. EoP Customer Count: The Company defines EoP Customer Count as the total count of all existing customers at the end of the period excluding customers that are exclusively Sentinel Hub self-service paying users. For EoP Customer Count, the Company defines existing customers as customers with an active contract with the Company at the end of the reported period. For the purpose of this metric, the Company defines a customer as a distinct entity that uses the Company’s data or services. The Company sells directly to customers, as well as indirectly through its partner network. If a partner does not provide the end customer’s name, then the partner is reported as the customer. Each customer, regardless of the number of active opportunities with the Company, is counted only once. For example, if a customer utilizes multiple products of Planet, the Company only counts that customer once for purposes of EoP Customer Count. A customer with multiple divisions, segments, or subsidiaries are also counted as a single unique customer based on the parent organization or parent account. For EoP Customer Count, the Company does not include users that only utilize the Company’s self-service Sentinel Hub web based ordering system, which the Company acquired in August 2023, and which offers standard starter packages on a monthly or annual basis. The Company believes excluding these users from EoP Customer Count creates a more useful metric, as the Company views the Sentinel Hub starter packages as entry points for smaller accounts, leading to broader awareness of the Company’s solutions throughout their networks and organizations. The Company believes EoP Customer Count is a useful metric for investors and management to track as it is an important indicator of the broader adoption of the Company’s platform and is a measure of the Company’s success in growing its market presence and penetration. Management applies judgment as to which customers are deemed to have an active contract in a period, as well as whether a customer is a distinct entity that uses the Company’s data or services. Capital Expenditures as a Percentage of Revenue: The Company defines capital expenditures as purchases of property and equipment plus capitalized internally developed software development costs, which are included in our statements of cash flows from investing activities. The Company defines Capital Expenditures as a Percentage of Revenue as the total amount of capital expenditures divided by total revenue in the reported period. Capital Expenditures as a Percentage of Revenue is a performance measure that we use to evaluate the appropriate level of capital expenditures needed to support demand for the Company’s data services and related revenue, and to provide a comparable view of the Company’s performance relative to other earth observation companies, which may invest significantly greater amounts in their satellites to deliver their data to customers. The Company uses an agile space systems strategy, which means we invest in a larger number of significantly lower cost satellites and software infrastructure to automate the management of the satellites and to deliver the Company’s data to clients. As a result of the Company’s strategy and business model, the Company’s capital expenditures may be more similar to software companies with large data center infrastructure costs. Therefore, the Company believes it is important to look at the level of capital expenditure investments relative to revenue when evaluating the Company’s performance relative to other earth observation companies or to other software and data companies with significant data center infrastructure investment requirements. The Company believes Capital Expenditures as a Percentage of Revenue is a useful metric for investors because it provides visibility to the level of capital expenditures required to operate the Company and the Company’s relative capital efficiency. Forward-looking Statements This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements generally relate to future events or Planet’s future financial or operating performance. In some cases, you can identify forward looking statements because they contain words such as “expect,” “estimate,” “project,” “budget,” “forecast,” “target,” “anticipate,” “intend,” “develop,” “evolve,” “plan,” “seek,” “may,” “will,” “could,” “can,” “should,” “would,” “believes,” “predicts,” “potential,” “strategy,” “opportunity,” “aim,” “conviction,” “continue,” “positioned” or the negative of these words or other similar terms or expressions that concern Planet’s expectations, strategy, priorities, plans or intentions. Forward-looking statements in this release include, but are not limited to, statements regarding Planet’s financial guidance and outlook, Planet’s path to profitability (including on an Adjusted EBITDA basis) and target for achieving Adjusted EBITDA profitability, Planet’s growth opportunities, Planet’s expectations regarding future product development and performance, and Planet’s expectations regarding its strategies with respect to its markets and customers, including trends in customer demand. Planet’s expectations and beliefs regarding these matters may not materialize, and actual results in future periods are subject to risks and uncertainties that could cause actual results to differ materially from those projected, including risks related to the macroeconomic environment and risks regarding Planet’s ability to forecast Planet’s performance due to Planet’s limited operating history. The forward-looking statements contained in this release are also subject to other risks and uncertainties, including those more fully described in Planet’s filings with the Securities and Exchange Commission (“SEC”), including Planet’s Annual Report on Form 10-K for the fiscal year ended January 31, 2024, Quarterly Report on Form 10-Q for the fiscal quarter ended October 31, 2024, and any subsequent filings with the SEC Planet may make. All forward-looking statements reflect Planet’s beliefs and assumptions only as of the date of this press release. Planet undertakes no obligation to update forward-looking statements to reflect future events or circumstances, except as may be required by law. Planet’s results for the quarter ended October 31, 2024, are not necessarily indicative of its operating results for any future periods. PLANET CONDENSED CONSOLIDATED BALANCE SHEETS (unaudited) (In thousands) October 31, 2024 January 31, 2024 Assets Current assets Cash and cash equivalents $ 138,969 $ 83,866 Restricted cash and cash equivalents, current 6,525 8,360 Short-term investments 103,255 215,041 Accounts receivable, net 38,853 43,320 Prepaid expenses and other current assets 13,992 19,564 Total current assets 301,594 370,151 Property and equipment, net 116,920 113,429 Capitalized internal-use software, net 18,259 14,973 Goodwill 137,411 136,256 Intangible assets, net 29,231 32,448 Restricted cash and cash equivalents, non-current 4,437 9,972 Operating lease right-of-use assets 20,829 22,339 Other non-current assets 2,083 2,429 Total assets $ 630,764 $ 701,997 Liabilities and Stockholders’ Equity Current liabilities Accounts payable $ 3,572 $ 2,601 Accrued and other current liabilities 43,670 44,779 Deferred revenue 66,462 72,327 Liability from early exercise of stock options 6,275 8,964 Operating lease liabilities, current 9,105 7,978 Total current liabilities 129,084 136,649 Deferred revenue 11,230 5,293 Deferred hosting costs 6,665 7,101 Public and private placement warrant liabilities 1,835 2,961 Operating lease liabilities, non-current 13,819 16,952 Contingent consideration 2,871 5,885 Other non-current liabilities 655 9,138 Total liabilities 166,159 183,979 Stockholders’ equity Common stock 28 28 Additional paid-in capital 1,631,077 1,596,201 Accumulated other comprehensive income 1,347 1,594 Accumulated deficit (1,167,847 ) (1,079,805 ) Total stockholders’ equity 464,605 518,018 Total liabilities and stockholders’ equity $ 630,764 $ 701,997 PLANET CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (In thousands, except share and per share amounts) 2024 2023 2024 2023 Revenue $ 61,266 $ 55,380 $ 182,798 $ 161,844 Cost of revenue 23,749 29,350 81,288 81,375 Gross profit 37,517 26,030 101,510 80,469 Operating expenses Research and development 25,216 33,002 78,055 87,929 Sales and marketing 16,795 20,774 62,013 66,209 General and administrative 18,114 20,112 58,198 62,161 Total operating expenses 60,125 73,888 198,266 216,299 Loss from operations (22,608 ) (47,858 ) (96,756 ) (135,830 ) Interest income 2,414 3,445 8,292 11,753 Change in fair value of warrant liabilities 198 6,833 1,126 14,004 Other income (expense), net (60 ) (69 ) 660 894 Total other income, net 2,552 10,209 10,078 26,651 Loss before provision for income taxes (20,056 ) (37,649 ) (86,678 ) (109,179 ) Provision for income taxes 25 355 1,364 1,244 Net loss $ (20,081 ) $ (38,004 ) $ (88,042 ) $ (110,423 ) Basic and diluted net loss per share attributable to common stockholders $ (0.07 ) $ (0.13 ) $ (0.30 ) $ (0.40 ) Basic and diluted weighted-average common shares outstanding used in computing net loss per share attributable to common stockholders 293,338,324 284,197,733 290,674,554 277,252,951 PLANET CONDENSED CONSOLIDATED STATEMENTS OF COMPREHENSIVE LOSS (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (In thousands) 2024 2023 2024 2023 Net loss $ (20,081 ) $ (38,004 ) $ (88,042 ) $ (110,423 ) Other comprehensive income (loss), net of tax: Foreign currency translation adjustment 52 (1,667 ) (159 ) (1,543 ) Change in fair value of available-for-sale securities 48 89 (88 ) (970 ) Other comprehensive income (loss), net of tax 100 (1,578 ) (247 ) (2,513 ) Comprehensive loss $ (19,981 ) $ (39,582 ) $ (88,289 ) $ (112,936 ) PLANET CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS (unaudited) Nine Months Ended October 31, (In thousands) 2024 2023 Operating activities Net loss $ (88,042 ) $ (110,423 ) Adjustments to reconcile net loss to net cash used in operating activities Depreciation and amortization 36,365 36,033 Stock-based compensation, net of capitalized cost 36,467 44,611 Change in fair value of warrant liabilities (1,126 ) (14,004 ) Change in fair value of contingent consideration 3,161 (923 ) Other (932 ) (3,538 ) Changes in operating assets and liabilities Accounts receivable 5,487 (3,872 ) Prepaid expenses and other assets 8,499 9,483 Accounts payable, accrued and other liabilities (7,731 ) (20,706 ) Deferred revenue 71 19,557 Deferred hosting costs (298 ) (92 ) Net cash used in operating activities (8,079 ) (43,874 ) Investing activities Purchases of property and equipment (32,694 ) (29,086 ) Capitalized internal-use software (4,145 ) (3,266 ) Maturities of available-for-sale securities 57,046 142,903 Sales of available-for-sale securities 162,341 40,072 Purchases of available-for-sale securities (105,582 ) (166,169 ) Business acquisition, net of cash acquired (1,068 ) (7,542 ) Purchases of licensed imagery intangible assets (4,558 ) — Other (300 ) (944 ) Net cash provided by (used in) investing activities 71,040 (24,032 ) Financing activities Proceeds from the exercise of common stock options 332 6,770 Payments for withholding taxes related to the net share settlement of equity awards (7,328 ) (7,112 ) Proceeds from employee stock purchase program 1,083 — Payments of contingent consideration for business acquisitions (8,783 ) — Other (606 ) (15 ) Net cash used in financing activities (15,302 ) (357 ) Effect of exchange rate changes on cash and cash equivalents, and restricted cash and cash equivalents 74 (65 ) Net increase (decrease) in cash and cash equivalents, and restricted cash and cash equivalents 47,733 (68,328 ) Cash and cash equivalents, and restricted cash and cash equivalents at the beginning of the period 102,198 188,076 Cash and cash equivalents, and restricted cash and cash equivalents at the end of the period $ 149,931 $ 119,748 PLANET RECONCILIATION OF NET LOSS TO ADJUSTED EBITDA (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (in thousands) 2024 2023 2024 2023 Net loss $ (20,081 ) $ (38,004 ) $ (88,042 ) $ (110,423 ) Interest income (2,414 ) (3,445 ) (8,292 ) (11,753 ) Income tax provision 25 355 1,364 1,244 Depreciation and amortization 10,117 13,625 36,365 36,033 Change in fair value of warrant liabilities (198 ) (6,833 ) (1,126 ) (14,004 ) Stock-based compensation 11,829 12,598 36,467 44,611 Restructuring costs (1) 25 7,341 10,524 7,341 Employee transaction bonuses in connection with the Sinergise business combination (2) — 2,317 — 2,317 Certain litigation expenses (3) 395 — 395 — Other (income) expense, net 60 69 (660 ) (894 ) Adjusted EBITDA $ (242 ) $ (11,977 ) $ (13,005 ) $ (45,528 ) (1) As part of the 2024 headcount reduction, we recognized immaterial severance and other employee costs for the three months ended October 31, 2024 and $10.5 million of severance and other employee costs for the nine months ended October 31, 2024. For the three and nine months ended October 31, 2024, the restructuring related stock-based compensation benefit of $1.4 million is included on its respective line item. As part of the 2023 headcount reduction, we recognized $7.3 million of severance and other employee costs for the three and nine months ended October 31, 2023. For the three and nine months ended October 31, 2023, the restructuring related stock-based compensation benefit of $1.5 million is included on its respective line item. (2) Certain employees of Sinergise, which became employees of Planet, were paid cash transaction bonuses in connection with the closing of the Sinergise acquisition. The cost of the transaction bonuses was allocated from the purchase consideration we paid for the acquisition. (3) Expenses relating to the Delaware class action lawsuit. PLANET RECONCILIATION OF U.S. GAAP TO NON-GAAP FINANCIAL MEASURES (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (In thousands) 2024 2023 2024 2023 Reconciliation of cost of revenue: GAAP cost of revenue $ 23,749 $ 29,350 $ 81,288 $ 81,375 Less: Stock-based compensation 745 888 2,563 2,855 Less: Amortization of acquired intangible assets 759 796 2,298 1,674 Less: Restructuring costs 128 563 1,312 563 Less: Employee transaction bonuses in connection with the Sinergise business combination — 267 — 267 Non-GAAP cost of revenue $ 22,117 $ 26,836 $ 75,115 $ 76,016 Reconciliation of gross profit: GAAP gross profit $ 37,517 $ 26,030 $ 101,510 $ 80,469 Add: Stock-based compensation 745 888 2,563 2,855 Add: Amortization of acquired intangible assets 759 796 2,298 1,674 Add: Restructuring costs 128 563 1,312 563 Add: Employee transaction bonuses in connection with the Sinergise business combination — 267 — 267 Non-GAAP gross profit $ 39,149 $ 28,544 $ 107,683 $ 85,828 GAAP gross margin 61 % 47 % 56 % 50 % Non-GAAP gross margin 64 % 52 % 59 % 53 % PLANET RECONCILIATION OF U.S. GAAP TO NON-GAAP FINANCIAL MEASURES (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (In thousands) 2024 2023 2024 2023 Reconciliation of operating expenses: GAAP research and development $ 25,216 $ 33,002 $ 78,055 $ 87,929 Less: Stock-based compensation 4,294 5,655 12,120 18,555 Less: Restructuring costs (76 ) 3,297 3,464 3,297 Less: Employee transaction bonuses in connection with the Sinergise business combination — 1,891 — 1,891 Non-GAAP research and development $ 20,998 $ 22,159 $ 62,471 $ 64,186 GAAP sales and marketing $ 16,795 $ 20,774 $ 62,013 $ 66,209 Less: Stock-based compensation 1,655 1,626 6,863 7,827 Less: Amortization of acquired intangible assets 129 261 473 665 Less: Restructuring costs 24 1,943 4,457 1,943 Less: Employee transaction bonuses in connection with the Sinergise business combination — 41 — 41 Non-GAAP sales and marketing $ 14,987 $ 16,903 $ 50,220 $ 55,733 GAAP general and administrative $ 18,114 $ 20,112 $ 58,198 $ 62,161 Less: Stock-based compensation 5,135 4,429 14,921 15,374 Less: Amortization of acquired intangible assets 36 93 151 254 Less: Restructuring costs (51 ) 1,538 1,291 1,538 Less: Employee transaction bonuses in connection with the Sinergise business combination — 118 — 118 Less: Certain litigation expenses 395 — 395 — Non-GAAP general and administrative $ 12,599 $ 13,934 $ 41,440 $ 44,877 Reconciliation of loss from operations GAAP loss from operations $ (22,608 ) $ (47,858 ) $ (96,756 ) $ (135,830 ) Add: Stock-based compensation 11,829 12,598 36,467 44,611 Add: Amortization of acquired intangible assets 924 1,150 2,922 2,593 Add: Restructuring costs 25 7,341 10,524 7,341 Add: Employee transaction bonuses in connection with the Sinergise business combination — 2,317 — 2,317 Add: Certain litigation expenses 395 — 395 — Non-GAAP loss from operations $ (9,435 ) $ (24,452 ) $ (46,448 ) $ (78,968 ) PLANET RECONCILIATION OF U.S. GAAP TO NON-GAAP FINANCIAL MEASURES (unaudited) Three Months Ended October 31, Nine Months Ended October 31, (In thousands, except share and per share amounts) 2024 2023 2024 2023 Reconciliation of net loss GAAP net loss $ (20,081 ) $ (38,004 ) $ (88,042 ) $ (110,423 ) Add: Stock-based compensation 11,829 12,598 36,467 44,611 Add: Amortization of acquired intangible assets 924 1,150 2,922 2,593 Add: Restructuring costs 25 7,341 10,524 7,341 Add: Employee transaction bonuses in connection with the Sinergise business combination — 2,317 — 2,317 Add: Certain litigation expenses 395 — 395 — Income tax effect of non-GAAP adjustments 914 — 1,326 — Non-GAAP net loss $ (5,994 ) $ (14,598 ) $ (36,408 ) $ (53,561 ) Reconciliation of net loss per share, diluted GAAP net loss $ (20,081 ) $ (38,004 ) $ (88,042 ) $ (110,423 ) Non-GAAP net loss $ (5,994 ) $ (14,598 ) $ (36,408 ) $ (53,561 ) GAAP net loss per share, basic and diluted (1) $ (0.07 ) $ (0.13 ) $ (0.30 ) $ (0.40 ) Add: Stock-based compensation 0.04 0.04 0.13 0.16 Add: Amortization of acquired intangible assets — — 0.01 0.01 Add: Restructuring costs — 0.03 0.04 0.03 Add: Employee transaction bonuses in connection with the Sinergise business combination — 0.01 — 0.01 Add: Certain litigation expenses — — — — Income tax effect of non-GAAP adjustments — — — — Non-GAAP net loss per share, diluted (2) (3) $ (0.02 ) $ (0.05 ) $ (0.13 ) $ (0.19 ) Weighted-average shares used in computing GAAP net loss per share, basic and diluted (1) 293,338,324 284,197,733 290,674,554 277,252,951 Weighted-average shares used in computing Non-GAAP net loss per share, diluted (1) 293,338,324 284,197,733 290,674,554 277,252,951 (1) Basic and diluted GAAP net loss per share was the same for each period presented as the inclusion of all potential Class A common stock and Class B common stock outstanding would have been anti-dilutive. (2) Non-GAAP net loss per share, diluted is calculated using weighted-average shares, adjusted for dilutive potential shares assumed outstanding during the period. No adjustment was made to weighted-average shares for each period presented as the inclusion of all potential Class A common stock and Class B common stock outstanding would have been anti-dilutive. (3) Totals may not sum due to rounding. Figures are calculated based upon the respective underlying non-rounded data. PLANET RECONCILIATION OF U.S. GAAP TO NON-GAAP FINANCIAL MEASURES (unaudited) The table below reconciles Backlog to remaining performance obligations for the periods indicated: (in thousands) October 31, 2024 January 31, 2024 Remaining performance obligations $ 145,890 $ 132,571 Cancellable amount of contract value 86,250 109,821 Backlog $ 232,140 $ 242,392 For remaining performance obligations as of October 31, 2024, the Company expects to recognize approximately 82% over the next 12 months, approximately 98% over the next 24 months, and the remainder thereafter. For Backlog as of October 31, 2024, the Company expects to recognize approximately 70% over the next 12 months, approximately 91% over the next 24 months, and the remainder thereafter. View source version on businesswire.com : https://www.businesswire.com/news/home/20241209391021/en/ CONTACT: Investor Contact Chris Genualdi / Cleo Palmer-Poroner Planet Labs PBC ir@planet.comPress Contact Claire Bentley Dale Planet Labs PBC comms@planet.com KEYWORD: CALIFORNIA BRAZIL UNITED STATES SOUTH AMERICA NORTH AMERICA LATIN AMERICA EUROPE GERMANY INDUSTRY KEYWORD: SOFTWARE MOBILE/WIRELESS NETWORKS OTHER DEFENSE PROFESSIONAL SERVICES HARDWARE DATA MANAGEMENT TECHNOLOGY DEFENSE SATELLITE OTHER TECHNOLOGY ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) SOURCE: Planet Copyright Business Wire 2024. PUB: 12/09/2024 04:08 PM/DISC: 12/09/2024 04:08 PM http://www.businesswire.com/news/home/20241209391021/en
Facebook Twitter WhatsApp SMS Email Print Copy article link Save One day, when actor and comedian Rosie O'Donnell was in her 50s, her body ached and her arms felt sore, but she pushed through the pain, not realizing she was having a massive heart attack. She had surgery to put in a stent that saved her life. Shortly after her 2012 heart attack, O'Donnell shared her experience on her blog. During her 2015 television standup special, she spoke about how the experience changed her life. The segment included a heart attack acronym the comedian coined: HEPPP (hot, exhausted, pain, pale, puke). O'Donnell's candidness about her heart attack helped spread awareness about how it can present differently in women. She's one of countless celebrities over the years who have opened up about their health conditions, including breast cancer, HIV, depression, heart disease and stroke. When celebrities reveal and discuss their health issues, the impact can be far-reaching. It not only helps to educate the public, but it also can reduce stigma and inspire others. Body matching description of missing 84-year-old found in Galloway Township 1 injured in Egg Harbor Township crash Absecon police detain suspect in dollar store robbery Pentagon refutes Van Drew Iran claims as New Jersey officials meet to discuss mystery drones Work on Mike Trout's Vineland golf course completed, but play still more than a year away Could American Airlines bus program lead to more flights at Atlantic City airport? Atlantic City now has more weed shops than casinos with dozens more on the way These South Jersey bars and restaurants have transformed into holiday wonderlands Latest on New Jersey mystery drones: White House officials say there is no threat LGBTQ+ restaurant the ByrdCage to open in Atlantic City in January Questions about Gillian’s Wonderland finances draw angry response from Mita Large drones spotted in Philadelphia area as FBI investigates mysterious drone sightings in NJ Egg Harbor City church celebrates its inspiration with 1,700-year-old artifact Egg Harbor Township installing 4-way stop signs at troubled intersections Who are The Press 2024 Boys Soccer All-Stars? "Health disclosures by celebrities do matter, and we know this from decades of research across a lot of different health conditions and public figures," said Dr. Jessica Gall Myrick, a professor of health communication at Pennsylvania State University in University Park. "They absolutely do influence people." Some of the earliest celebrity health disclosures happened in the 1970s and 1980s with U.S. presidents and first ladies. When first lady Betty Ford was diagnosed with breast cancer just weeks after Gerald Ford became president in 1974, she spoke openly about her diagnosis, inviting photographers into the White House and helping make talk of cancer less taboo. In 1987, first lady Nancy Reagan used her breast cancer diagnosis as a chance to advocate for women to get mammograms. Her disclosure came two years after President Ronald Reagan's colon cancer diagnosis, about which the couple was equally as vocal. "Individuals throughout the country have been calling cancer physicians and information services in record numbers," the Los Angeles Times reported after Nancy Reagan's widely publicized surgery. The public showed a similar interest years earlier following Betty Ford's mastectomy. Another major milestone in celebrity health disclosures came in 1991, when 32-year-old NBA superstar Earvin "Magic" Johnson revealed he had tested positive for HIV, the virus that causes AIDS. "Life is going to go on for me, and I'm going to be a happy man," Johnson assured fans during a news conference. He immediately retired, only to return to the Los Angeles Lakers in 1996. His disclosure, along with his work as an advocate for safe sex, helped shatter stigmas around HIV and AIDS. Calls to testing centers increased significantly in the days and weeks after Johnson's announcement. "That celebrity disclosure really helped people see there was a wider susceptibly to HIV," Gall Myrick said. "People were more likely to say, 'I need to think about my own risks.' It was very powerful." When it comes to heart and stroke health, President Dwight Eisenhower helped make heart attacks less frightening and mysterious. During a news conference in 1955, millions of Americans learned from the president's doctors about his heart condition, his treatment, and concrete steps they could take to reduce their own heart attack risk. Other notable figures have shared their health experiences over the years. Soap opera legend Susan Lucci , who was diagnosed with heart disease in 2018, has advocated for women's heart health. Basketball great Kareem Abdul Jabbar talks about his irregular heartbeat, known as atrial fibrillation, and advocates for regular health screenings. Lawyer, author and television personality Star Jones continues to speak about heart disease risk after having lifesaving heart surgery in 2010. Longtime TV and radio personality Dick Clark brought stroke and aphasia into the national spotlight when he returned to hosting "New Year's Rockin' Eve" in Times Square just a year after his 2004 stroke and continued until his death in 2012. And actor and comedian Jamie Foxx recently revealed he had a stroke last year. "Celebrity disclosures represent teachable moments," said Dr. Seth M. Noar, director of the Communicating for Health Impact Lab at the University of North Carolina in Chapel Hill. "Searches for different health conditions often spike in the wake of these types of announcements. They cause people to think about these health issues, learn more about them, and in some cases change their behaviors." Celebrities have also highlighted the importance of CPR and the use of an automated external defibrillator, or AED, to restore a person's heartbeat if they experience cardiac arrest. Interest in CPR and AEDs spiked in 2023 after Buffalo Bills safety Damar Hamlin went into cardiac arrest during an NFL game broadcast on national TV. Views of the American Heart Association's hands-only CPR pages jumped more than 600% in the days following Hamlin's cardiac arrest. Three months later, around 3 million people had watched the AHA's CPR video. Family members of celebrities who have died from a heart issue have also spread awareness. After actor John Ritter died of an undiagnosed aortic dissection in 2003, his wife, actor Amy Yasbeck, started the Ritter Foundation to raise awareness about the condition and help others avoid a misdiagnosis. A literature review published in Systematic Reviews in 2017 found that people are conditioned to react positively to celebrity advice. Research also has found that people often follow advice from celebrities who match how they perceive – or how they want to perceive – themselves. The most effective celebrity disclosures are frequently the ones that tell a compelling story and include clear steps people can take to apply lessons the celebrity learned to their own health situation, Gall Myrick said. "People are more likely to take action when they feel confident and capable." Research has shown that celebrity disclosures often impact calls to hotlines and page views on health-related websites, and they can spark behavioral and even policy changes. Anecdotally, Gall Myrick said, people ask their doctor more questions about health conditions and request medical screenings. Celebrities can have a big impact because people tend to have parasocial relationships with them, Gall Myrick said. These are one-sided relationships in which a person feels an emotional connection with another person, often a celebrity. People may feel as if they know the basketball player they've watched on the court for years, or the Hollywood actor they've followed, she said. They want to comfort them after a health disclosure. Social media has only increased this feeling of familiarity, as celebrities regularly share mundane – but fascinating – details of their daily lives, like what they eat for breakfast, their favorite socks, or the meditation they do before bed. "We spend a lifetime being exposed to celebrities through the media, and over time, you get to know these public figures," Gall Myrick said. "Some feel like friendships." A study published in the journal Science Communication in 2020 compared reactions to actor Tom Hanks, who had COVID-19 early in the pandemic, and an average person with COVID-19. Researchers found that participants identified more with Hanks when it came to estimating their own susceptibility to COVID-19. The participants also felt more emotional about the virus that causes COVID-19 when thinking about it in relation to Hanks versus an average person. When a celebrity reveals a health condition, it's a surprise that may feel personal, especially if they are well-liked and the health issue is dramatic and sudden. "We feel like we know them, and the emotional response is what can then push people out of their routine," Gall Myrick said. Noar said a celebrity health story is often a more interesting and powerful way to learn about a health condition than just the facts, which can feel overwhelming. People are drawn to the slew of media coverage that typically follows a celebrity disclosure, he said. "Some of these high-visibility public figures' stories are now woven into some of these illnesses," Noar said. For example, Angelina Jolie is often linked to the BRCA1 gene mutation after the actor shared she had a preventive double mastectomy because of her elevated breast cancer risk and had her ovaries and fallopian tubes removed because of her increased risk for ovarian cancer. "It's a narrative, a story that humanizes the condition in a way that very informational communication really doesn't," Noar said. "People remember it, and it can potentially be a touch point." After a disclosure, patients may bring up a celebrity's story during a doctor's appointment and connect it to their own care. Today's multiplatform digital culture only amplifies celebrity messages. "You're seeing everyday people react to these events, and that can have a ripple effect too," Gall Myrick said. "We know from research that seeing messages more than once can be impactful. Often it's not just one billboard or one commercial that impacts behavior; it's the drip drip drip over time." Still, there's a cautionary tale to be told around the impact of celebrity health news, especially if the celebrity has died. An unclear cause of death may lead to speculation. Gall Myrick said that guesswork could potentially end up hurting rather than helping if patients were to act on misinformation or a lack of information. "Maybe the death was atypical or it needs more context," she said. "That's where advocacy groups and public health organizations come in. They need to be prepared for announcements or disclosures about celebrity deaths, and to fill in some of those gaps." American Heart Association News covers heart and brain health. Not all views expressed in this story reflect the official position of the American Heart Association. Copyright is owned or held by the American Heart Association, Inc., and all rights are reserved. Build your health & fitness knowledge Sign up here to get the latest health & fitness updates in your inbox every week!Mountain America Partners With Idaho State Athletics to Donate $14,600 to Operation Warm
Ensuring that arts communities can flourish across Colorado takes creative solutions. A new policy framework from the Colorado Business Committee for the Arts creates a roadmap to address some of the top challenges for the state’s creative industries and to make the most of the opportunities ahead. Based on feedback from over 800 individuals through surveys, focus groups and interviews, the framework aims to represent the collective vision of the creative community across Colorado. “It recognizes the profound role that arts and culture play in shaping the social fabric, economic vitality and collective identity of communities” reads Colorado’s Art Policy Framework final report . “At its core, this framework is an affirmation that the arts are not merely an ornamental aspect of society but a fundamental driver of human expression, innovation, and connection.” While advocacy has long been relevant to the Colorado Business Committee for the Arts’ mission, the framework marks a shift for the 39-year-old organization. “Advocacy was always part of our mission, but sort of advocacy with a little ‘A,'” said Meredith Badler, the organization’s deputy director. “It was really during the pandemic that we got more involved at the state legislature as well as at the federal level, and so a lot of our initial advocacy work was very reactive.” Today, the organization has a contract lobbyist, a grassroots mobilization tool called the Colorado Arts Action Network , an active policy committee and important partnerships to support its advocacy efforts. The pandemic made it apparent that previous efforts were not always inclusive of the entire state and barely scratched the surface of need but also that there was an eagerness from people to have their voices heard in this arena, Badler added. It’s here that the need for a policy framework became apparent. “For a long time in Colorado there just hadn’t been a unified and coordinated voice for arts advocacy,” Badler said. “It really came from this idea of being more inclusive and proactive in our advocacy work going forward.” The framework establishes where the Colorado Business Committee for the Arts should focus its future advocacy and lobbying efforts through four priorities that exemplify what the organization heard through its stakeholder process. The first priority speaks to the need for policies that are locally and culturally responsive. In mountain and rural communities, the organization heard significant feedback around the need to amplify arts assets, events and cultural heritage through statewide tourism and local promotion, Badler said. These communities also expressed a need for more resources and capacity including in education, concerns about the affordability and availability of arts space and threatened liveability for creative employees, all of which are addressed in the framework. While the stakeholder process showed more similarities than differences between Colorado’s communities, there are still unique needs depending on where you live, Badler noted. “It’s a big, diverse state and the needs of a community — just even thinking about the Roaring Fork Valley, what people need in Rifle in Glenwood and the climate in Aspen — are very different,” she said. This top priority speaks to the need to understand “that every community or demographic or discipline may have some distinct needs, and we need to be thinking about that from the beginning as we’re suggesting, monitoring or supporting policy going forward,” Badler said. Policies that meet this could include creating and supporting municipal-arts partnerships, protecting dedicated arts spaces, using art as a tool to support mental health and ensuring equitable and daily access to arts. The second priority revolves around supporting the creative economy and ensuring there are sustainable funding models — be it grants or financial incentives — supporting art infrastructure and including the creative sector in economic and tourism strategies. The third priority is centered around bolstering the liveability of creative workers. This includes making sure creatives have access to affordable housing, fair compensation and professional development. The fourth and final priority is making sure arts education is supported and expanded for all ages. This includes policies to expand, improve, mandate and fund preschool to 12th-grade public arts programs as well as integrating arts into educational and career pathways. With the framework set out, the next step includes making a more tactical legislative agenda and ensuring these priorities are reflected in future policy at the federal, state and local levels. Critically, with a tight state budget and uncertain future for federal arts funding under President-elect Donald Trump, this will include collaboration and being creative about how to support the arts beyond funding. “How can we make sure arts and creative industries are incorporated into other initiatives?” Badler said, adding that this includes looking at things like: “What’s happening in the housing space, and how can we make sure artists and gig workers can access those opportunities? What’s happening in mental and behavioral health, and how can we make sure that arts interventions are eligible for those opportunities?” Federally, there are concerns that under the pending Trump administration, arts funding could take a hit including the National Endowment for the Arts. In his first term, Trump attempted to eliminate the program, from which the state of Colorado receives around $85 million to fund statewide programs. “It’s something we’re looking very closely at,” Badler said. “Not only would (changes to the National Endowment for the Arts) impact direct grants to cultural organizations and projects here in the state, but our state arts agency gets a significant amount of matching funds from the (endowment) every single year.” In addition to these large-scale efforts, the policy framework also suggests that local advocacy and progress are critically important. One survey respondent from the San Luis Valley put it this way: “When local communities are empowered to make decisions about what is happening in the community — whether it is arts related or education or otherwise — you get more buy-in and more genuine projects.” As such, the full 54-page report includes a comprehensive list of the concerns and potential solutions presented throughout the stakeholder process to guide local advocates and efforts. “While (Colorado Business Committee for the Arts) doesn’t have the capacity to be at every city council meeting across the state, we’re hoping that this can be a resource for those local advocates and that we can provide any support or guidance that’s available,” Badler said. In recent years, the organization also created the Colorado Arts Action Network , a grassroots mobilization tool to help people stay informed about and involved in arts policy. “I think the call to action is really signing up for the Colorado Arts Action Network,” Badler said. “That’s how we’ll really start. It will help people be able to stay more informed and take action going forward as we bring this roadmap to life.”3 recipes to help you through the busy holiday season
Celebrities can spark change when they speak up about their healthCummins VP Sharon Barner sells $798,402 in stockWATCH the moment Israeli strikes on Syrian airbases continue to light up the country's night sky following the fall of Assad's brutal regime. An airbase belonging to the dictator, thought to have stored Iranian missiles, was pounded on Monday night. The spectacular collapse of terrorist Assad's regime on Sunday has sparked concerns over a power vacuum forming in the wartorn nation. Several international players have carried out strikes across Syria , mostly targeting arms plants and bases, out of concern for whose hands abandoned weapons could end up in. Footage on Monday night showed a spectacular string of hits on the Qamishli airbase in the northeast of the country, per Sky News . The ammunition dump was hit by Israel, sources told Reuters. Read more on syria The blitz raged for at least 30 minutes as the sound of shells and arms blowing up rang across the area. This military base was reportedly also thought to have stored missiles for Assad's ally Iran, per Sky News. Israel has conducted several airstrikes throughout Syria today, destroying dozens of abandoned helicopters and planes. Huge fires were also spotted at another ammunition dump neighbouring the Qamishli airbase. Most read in The Sun It was initially unclear who could have been behind these explosions, due to the fraught politics of this region. The Qamishli airbase was situated in a Kurdish controlled part of Syria, neighbouring the border with Turkey. Turkey has fought Kurdish separatists for decades and views these groups fighting on it's border as a threat. Despite this, Israel has claimed responsibility for some of the explosions reported across the country today. Israel has reportedly also been behind strikes at Aqrba airport, southwest of Damascus, and Shinshar base, on the outskirts of Homs. The country has conducted more than 100 airstrikes in Syria on Monday including a hit on Latakia Port, where Syrian navy vessels were docked. WARNING SHOTS The dramatic end of Assad's 24-year brutal reign on Sunday marked the start of foreign airstrikes across Syria. America quickly deployed more than 75 "precision airstikes" in the country, The Sun previously reported. President Joe Biden warned that ISIS would exploit the regime change in Syria and attempt to reestablish itself. He said: "We will not let that happen." Biden praised the downfall of Assad but also warned it was a "moment of risk and uncertainty" for the Middle East. ISIS had created a caliphate across large parts of Syria after the civil war broke out 13 years ago, and at one point controlled a third of the country. It has since lost most of it's influence in the area but US officials have said they would work to route out any potential comeback. FLEEING TYRANT Assad reportedly fled to Russia with his family where they have been granted asylum, Russian state media reported on Sunday. Read More on The US Sun Remarkable footage has allegedly shown the inside of the Assad family's secret underground tunnel network . It was reportedly filmed after rebels stormed mansions owned by the family. THE end of Assad’s reign came abruptly this month as rebel forces launched a lightning offensive, exploiting weakened Syrian defences. THE end of Assad’s reign came abruptly this month as rebel forces launched a lightning offensive, exploiting weakened Syrian defences. Rebels captured Damascus in a lightning campaign, declaring the capital “free” and marking the end of years of brutal authoritarian rule. With Russia mired in Ukraine and Iran preoccupied with regional conflicts, Assad’s regime was left vulnerable. Rebels stormed Aleppo, marking a symbolic victory, and Assad fled Damascus. Assad left aboard a military plane amid rumours of its crash before resurfacing in Moscow, where Vladimir Putin granted him asylum. It comes as an apparent Russian conspiracy to distribute false news about an al-Assad 'aircraft accident' has been exposed. The Ukrainian Centre for Strategic Communication and Information Security claimed on X that Russia "hid their trail" in assisting al-Assad's escape by circulating fake claims that he died in a crash. Meanwhile, opposition forces took control of key cities, toppled Assad’s statues, and announced plans for a transitional government. The fall of Assad deals a blow to allies Russia and Iran, with both withdrawing assets from Syria. Challenges remain as Syrians celebrate, but hopes rise for a democratic future after years of war. His fall not only signals the collapse of a dynastic dictatorship but also underscores the cost of clinging to power through terror. Bashar al-Assad has left behind a shattered nation. He decimated Syria’s infrastructure, fractured its society, and plunged millions into despair. Syria became synonymous with human suffering, and Assad’s name will forever be tied to some of the worst war crimes of the modern era. The man once seen as a modernising reformer will be remembered instead as a symbol of unchecked brutality, his legacy written in the blood of his own people.