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esports roster template Google has launched a new set of AI-powered features for Android devices, running on Android 15. According to Google, these features will help users express themselves authentically and connect their digital lives with real-world experiences. Highlights Google said the updates are designed to make Android devices even more helpful and accessible. Some of the key highlights include Expressive Captions, Gemini for Lookout, Quick Share via QR Code, Auto-Enhanced Scans in Google Drive and Emoji Kitchen Stickers among others. ALSO READ: Google fund to assist independent news publishers in SA Expressive Captions This feature automatically capture the intensity and emotion of how someone is speaking — from volume and tone to sounds that say more than words. You’ll see things like the [whispering] of a juicy secret, the [cheers and applause] of a big win and the [groaning] after a dad joke. These will appear across your phone’s apps on everything from streaming to social to video messages, only on Android [APPLAUSE]. Gemini for Lookout Wit this feature, you can hear image descriptions read aloud, enhanced by Gemini models Designed with people in blind and low-vision communities, Image Q&A in Lookout now uses Gemini 1.5 Pro to provide even richer, more helpful image descriptions compared to previous versions. Simply take, upload or open a photo in the app to hear the caption read aloud in a natural-sounding voice. You can then gain a deeper understanding of the image by asking follow-up questions, now available globally. Emoji Kitchen Grab a slice of the new sticker combos and keyboard. Is pizza night coming up? Remix your favorite emoji into new pizza-themed sticker combos 🍕+❤️ and share them with friends using Emoji. This feature helps you create a new emoticon with the help of existing ones. For example, if you add the pizza emoji with a heart on the keyboard, it will automatically create a new sticker that combines both of the commands. It is similar to Apple’s Genmoji. The only difference is, that Emoji Kitchen has already rolled out, but Genmoji is yet to arrive. QR codes in Quick Share This features allows your best photos to be shared. QR codes in Quick Share make it easier to transfer pictures, videos and documents. Simply select the media file you want to share, tap the QR code and have others scan it for a secure transfer — no need to add them as a contact, verify devices or change your sharing settings. Auto enhancement in Google Drive Google Drive now offers enhanced scans that are sharper and clearer with automatic improvements. Whether it’s receipts, documents, or ID cards, your scans are optimised for better contrast, white balance, and reduced shadows and blurring — all without the need for manual editing. Just capture an image of physical documents or receipts, and the app will save a crisp, clear digital version in your preferred format. ALSO READ: Google Gemini set to introduce AI images of people with Imagen 3 Gemini Extensions Gemini on Android is getting a boost with new Extensions that connect to your favourite apps and services. With the new Spotify extension, you can play your favourite songs and discover playlists for any mood. You can also call contacts and send messages with your default phone and messaging apps, set alarms and control device settings and your camera. Google said soon, you’ll also be able to use Gemini to control your smart home devices that your Google Account can access, and get more information about places on Maps. AI features exclusive to Pixel phones If you own a Google Pixel phone, there are new exclusive features coming to the device. The Screenshots app now automatically organises saved images and works with Circle to Search, letting users save search results and get relevant suggestions. The new update also brings Emoji Kitchen to Gboard, allowing users to create custom emoji combinations, and enhances the call screening feature with AI-powered contextual response suggestions. Google started rolling out the new features this week for Pixel phones and a few select Android 15 devices, with a wider global rollout expected over the next few weeks. NOW READ: Facebook, Microsoft and Telkom on ‘largest outages of 2024’ listVANCOUVER — British Columbia business owner Joe Chaput will spend $5,500 a month on security guards during the holiday season and plans on upgrading his store's video camera system for around $5,000 more. He's not selling luxury brands or expensive jewels. Chaput sells cheese, and at Christmas, cheese is a hot commodity. He is the co-owner of specialty cheese store les amis du Fromage, with two locations in Vancouver. While cheeselifting is rare in their Kitsilano store, the outlet in East Vancouver is hit in waves, with nothing happening for a month, then three of four people trying to steal their inventory within a week. "Sometimes, you miss it. Sometimes, you catch it. The way shoplifters behave ... they tend to gravitate toward expensive things," said Chaput. Expensive cheese is on shoplifters' Christmas list, he said. "They tend to do the classic examples of staying away from customer service and trying to go to a different part of the store so they can be left alone to steal." Chaput isn't alone. Police say food-related crimes on are the rise in Canada and as prices climb for items such as cheese and butter, they become lucrative on the black market for organized crime groups, not to mention theft for local resale. Sylvain Charlebois, the director of Dalhousie University's Agri-food Analytics Lab, said a black market tends to emerge as soon as food prices surge. "Organized crime will steal anything (if) they know they can sell it and so, they probably would have known who their clients are before even stealing anything at all, and that's how a black market is organized," said Charlebois. He said he believes there are two categories of people shoplifting — those who do so out of desperation because they can't afford the food, or organized criminals, profiting from sales on the black market. Mounties in North Vancouver made cheesy headlines when they ran into a man with a cart of stolen cheese in the middle of the night in September. The cheese, valued at $12,800, was from a nearby Whole Foods Store. While the cheese was recovered, it had to be disposed of because it hadn't been refrigerated. Const. Mansoor Sahak, with the North Vancouver RCMP, said officers believe cheese is targeted because it's "profitable to resell." "If they are drug addicts, they will commit further crimes with that or feed their drug habits. It’s a vicious cycle,” said Sahak. Sahak said meat is also a top target for grocery thieves, with store losses sometimes in the thousands. "So, we're not surprised that this happened,” said Sahak. Police in Ontario have been chasing down slippery shoplifters going after butter. Scott Tracey, a spokesman with Guelph Police Service, said there have been eight or nine butter thefts over the last year, including one theft last December worth $1,000. In October, two men walked into a local grocer and filled their carts with cases of butter valued at $936, and four days later a Guelph grocer lost four cases valued at $958. Tracey said he has looked at online marketplaces and found listings by people selling 20 or 30 pounds of butter at a time. “Clearly, somebody didn't accidentally buy 30 extra pounds of butter. So, they must have come from somewhere,” said Tracey, “I think at this point it appears to be the black market is where it's headed.” He said the thefts seem to be organized, with two or three people working together in each case. Police in Brantford, Ont., are also investigating the theft of about $1,200 worth of butter from a store on Nov. 4. Charlebois said retailers could invest in prevention technologies like electronic tags, but putting them on butter or cheese is rare. He said up until recently grocery store theft has been a "taboo subject for many years." Stores didn't wanted to talk about thefts because they didn't want to alarm people but now they feel they need to build awareness about what is "becoming a huge problem," said Charlebois. Chaput, the cheese store owner, said he had been running the East Vancouver store for 15 years while managing the store in Kitsilano for 30 years, and he loves his customers. "It's really one of the best parts of our businesses, seeing familiar faces and making new customers. It's why we come to work, really. Partly it's the cheese, and partly it's the people," said Chaput. He said his strategy to combat would-be thieves is to give them extra customer service to make it harder for them to steal. He admits, however, that the shoplifting causes him stress. "It's challenging. You're busy trying to run your business day to day and take care of customers and take care of employees. Having to deal with criminals, just kind of scratches away. It can be a bit exhausting," said Chaput. This report by The Canadian Press was first published Dec. 15, 2024. Nono Shen, The Canadian Press

NoneSteve Spurrier details how Trevor Lawrence could have avoided hit from Azeez Al-ShaairTORONTO, Nov. 21, 2024 (GLOBE NEWSWIRE) -- Reviva l Gold Inc. (TSXV: RVG, OTCQX: RVLGF) (“Revival Gold” or the “Company”), is pleased to announce voting results for the election of directors at its Annual General Meeting (“AGM”) of Shareholders held on November 21 st , 2024, in Toronto. A total of 114,232,316 common shares representing 57.81% of the Company’s issued and outstanding shares were voted in connection with the AGM. Shareholders approved all items of business before the AGM including the election of Directors as follows: Following the AGM, Revival Gold re-appointed Tim Warman as Non-Executive Chairman of the Board, Robert Chausse as Audit Committee Chair, Wayne Hubert as Compensation Committee Chair, Maura Lendon as Corporate Governance and Nominating Committee Chair, and Larry Radford as Technical, Safety, Environment and Social Responsibility Committee Chair. Additionally, Revival Gold’s executive leadership consisting of Hugh Agro, John Meyer and Lisa Ross, were re-appointed as President & CEO, VP, Engineering & Development, and VP & Chief Financial Officer, respectively. Following seven years of service with the Company, Revival Gold announces the retirement of Steve Priesmeyer as Vice President, Exploration, effective December 31 st , 2024. Mr. Priesmeyer was a founding member of the Revival Gold exploration team in 2017 and has been a tireless champion of Revival Gold’s exploration efforts. Mr. Priesmeyer played a key role in the assembly and discovery of the multi-million-ounce Beartrack-Arnett Gold Project in Idaho, and the acquisition and integration of the Company’s new Mercur Gold Project in Utah earlier this year. Mr. Priesmeyer’s leadership, deep knowledge of geology and mineral exploration, and strong ‘shoulder to the wheel’ have been invaluable to Revival Gold’s development and success. Mr. Priesmeyer’s day-to-day involvement in the business will be missed but he will continue his association with Revival Gold as a technical consultant to assist with the transition and for special assignments as needed. Ongoing exploration leadership duties will be assumed by Revival Gold’s Chief Geologist, Dan Pace, B.A., M.Sc. (Economic Geology), Regis. Mem. SME, Member SEG. “Steve has had a tremendous impact on Revival Gold success and, together with the team that Steve assembled, is credited with Beartrack-Arnett’s emergence as one of the largest new discoveries of gold in the United States in a decade,” observed Hugh Agro, Revival Gold’s President & CEO. “Steve’s leadership, knowledge and commitment have played a vital role in developing the Company and building a strong foundation for future growth. On behalf of the Board of Directors and the entire Revival Gold team, we extend our sincere thanks to Steve and wish him all the best in his retirement,” added Agro. Mr. Pace joined Revival Gold in 2023 and quickly helped transform the Company’s in-house geoscience capabilities and capacity with a focus on data-driven techniques to refine and improve upon Revival Gold’s exploration targeting and results. Mr. Pace obtained his master’s degree in Economic Geology from the University of Reno in Nevada, U.S.A. and has a wide breadth of technical experience and a fifteen-year track record of project generation and ore deposit discovery. Mr. Pace is a co-discoverer of the exceptional Silicon gold deposit in Nevada. “Revival Gold remains committed to building value through responsible exploration and development at Beartrack-Arnett and Mercur,” commented Agro. “We are excited about Dan’s expanded role in the business, and we look forward to carrying on Revival Gold’s exceptional past track record of gold discovery.” Pursuant to the Company’s stock option plan, Revival Gold has granted 3,195,000 incentive stock options (the “Options”) to directors, officers, and consultants of the Company as part of its annual compensation plan. The Options are exercisable at a price of $0.35 per share for a period of five years and are subject to vesting provisions. About Revival Gold Revival Gold is a pure gold, mine developer operating in the western United States. The Company is advancing engineering and economic studies on the Mercur Gold Project in Utah and mine permitting preparations and ongoing exploration at the Beartrack-Arnett Gold Project located in Idaho. Revival Gold is listed on the TSX Venture Exchange under the ticker symbol “RVG” and trades on the OTCQX Market under the ticker symbol “RVLGF”. The Company is headquartered in Toronto, Canada with its exploration and development office located in Salmon, Idaho. Additional disclosure including the Company’s financial statements, technical reports, news releases and other information can be obtained at www.revival-gold.com or on SEDAR+ at www.sedarplus.ca. For further information, please contact: Hugh Agro, President & CEO or Lisa Ross, CFO Telephone: (416) 366-4100 or Email: info@revival-gold.com . Cautionary Statement Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this news release. This press release includes certain “forward-looking information” within the meaning of Canadian securities legislation and “forward-looking statements” within the meaning of U.S. securities legislation (collectively “forward-looking statements”). Forward-looking statements are not comprised of historical facts. Forward-looking statements include estimates and statements that describe the Company’s future plans, objectives or goals, including words to the effect that the Company or management expects a stated condition or result to occur. Forward-looking statements may be identified by such terms as “believes,” “anticipates,” “expects,” “estimates,” “may,” “could,” “would,” “will,” or “plan.” Since forward-looking statements are based on assumptions and address future events and conditions, by their very nature they involve inherent risks and uncertainties. Although these statements are based on information currently available to the Company, the Company provides no assurance that actual results will meet management’s expectations. Risks, uncertainties, and other factors involved with forward-looking statements could cause actual events, results, performance, prospects, and opportunities to differ materially from those expressed or implied by such forward-looking statements. Forward-looking statements in this document include, but are not limited to, the Company’s objectives, goals and future plans, and statements of intent, the implications of exploration results, mineral resource/reserve estimates and exploration and mine development plans. Factors that could cause actual results to differ materially from such forward-looking statements include, but are not limited to failure to identify mineral resources, failure to convert estimated mineral resources to reserves, the inability to maintain the modelling and assumptions upon which the interpretation of results are based after further testing, the inability to complete a feasibility study which recommends a production decision, the preliminary nature of metallurgical test results, delays in obtaining or failures to obtain required governmental, environmental or other project approvals, changes in regulatory requirements, political and social risks, uncertainties relating to the availability and costs of financing needed in the future, uncertainties or challenges related to mineral title in the Company’s projects, changes in equity markets, inflation, changes in exchange rates, fluctuations in commodity and in particular gold prices, delays in the development of projects, capital, operating and reclamation costs varying significantly from estimates, the continued availability of capital, accidents and labour disputes, and the other risks involved in the mineral exploration and development industry, an inability to raise additional funding, the manner the Company uses its cash or the proceeds of an offering of the Company’s securities, an inability to predict and counteract the effects of COVID-19 on the business of the Company, including but not limited to the effects of COVID-19 on the price of commodities, capital market conditions, restriction on labour and international travel and supply chains, future climatic conditions, the discovery of new, large, low-cost mineral deposits, the general level of global economic activity, disasters or environmental or climatic events which affect the infrastructure on which the project is dependent, and those risks set out in the Company’s public documents filed on SEDAR+. Although the Company believes that the assumptions and factors used in preparing the forward-looking statements in this news release are reasonable, undue reliance should not be placed on such information, which only applies as of the date of this news release, and no assurance can be given that such events will occur in the disclosed time frames or at all. Specific reference is made to the most recent Annual Information Form filed on SEDAR+ for a more detailed discussion of some of the factors underlying forward-looking statements and the risks that may affect the Company’s ability to achieve the expectations set forth in the forward-looking statements contained in this presentation. The Company disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, other than as required by law.

Elon Musk and Vivek Ramaswamy test drove their new Department of Government Efficiency, or DOGE , on Capitol Hill this week, visiting House and Senate Republicans, who celebrated their promise of reduced government and dramatically lower federal spending. But the duo kept their remarks short. While tossing out a number with a dozen zeroes in it – Musk has spoken of saving "at least $2 trillion" in federal spending -- they offered little by way of programmatic detail. To their credit, they were there to hear from members who have been on the frontlines of the budget wars for decades. And if they were listening to people like Tom Cole, the Oklahoma Republican who will now chair the House Appropriations Committee, they heard a cautionary note. Cole was among the members meeting with Musk and Ramaswamy this week and told the New York Times they were "trying to understand the full scope" of the DOGE project and "how much would be done by executive action." People typically talk about "the budget," but the real business of spending takes place in the appropriations process, where the notional becomes real. Such appropriations are the fundamental and ultimate business of Congress, as per the Constitution . Whatever the DOGE winds up offering or contributing, it cannot pass appropriations without Congress. Efforts to circumvent the Hill by using impoundment or other executive maneuvers will confront the Budget Control and Impoundment Act of 1974 – a major victory for Congress' spending powers in the year President Richard Nixon was weakened by impeachment proceedings that led to his resignation. Yet the DOGE team has an unmistakable swagger, not unlike their sponsor in President-elect Donald Trump. Still, for those with long Washington memories, DOGE stirs echoes of similar promises made in the past – that recall frustrations and futility. Making it a mantra Vows to shrink the federal deficit, pay down the national debt and "run government more like a business" have long been a stock element of electoral politics – especially in eras when populist anti-tax and anti-government sentiments were running strong. Candidates for office who have business backgrounds or MBAs have made it a mantra. It was a component in Ronald Reagan's carefully constructed bid for the presidency in 1980, which decried a federal debt that was approaching $1 trillion. It was a scary figure at a time when that "T-word" had scarcely common usage. In office, Reagan assigned the deficit and spending problems to his first director of the Office of Management and Budget, a young Republican congressman from Michigan named David Stockman. A former seminarian who spoke with great conviction, Stockman attacked bloat in the budgets of past presidents as if they were a species of sin. Democrats, and not a few Republicans, were put off and pushed back. But Stockman was a true believer, not just in Reagan but in the power of the knife. He produced some of the most dramatic cuts in programs affecting mass constituencies that have ever been discussed. Even the Senate Budget Chairman Peter Domenici, a Republican budget hawk in his own right, reminded Stockman of Senate "prerogatives" at a critical moment in Reagan's first-year confrontation with Congress. Ultimately, Stockman's mandate to cut spending collided with two other Reagan articles of faith: tax cuts and a vigorous military build up to challenge what was then still the Soviet Union. By the end of Reagan's first term, some spending had been cut, but tax cuts and a trillion in new defense spending had doubled and would soon triple that trillion-dollar national debt figure. And Stockman was out of government writing a memoir called The Triumph of Politics: Why the Reagan Revolution Failed. Reagan then turned to a businessman named J. Peter Grace and a commission charged with finding efficiencies in the government. Grace and his cohort got into the weeds and made many useful recommendations, some of which the various agencies of the government adopted. But the optics were not so good when it was revealed that Grace's business, W. R. Grace & Company, itself had paid almost no taxes in the year Reagan appointed its chairman to head his commission. Spending and taxes were a major focus for Reagan's immediate successor, George H.W. Bush. Without the benefit of any outside commissions, the first Bush managed to reach a compromise with Democratic majorities in the House and Senate that both cut spending and raised revenue the old-fashioned way -- through higher taxes. It formed the basis for a relatively successful decade of budget policy that, in theory or on paper at least, made a balanced budget a practical projection prior to the year 2000. But the tax component of that 1990 package broke Bush's "no new taxes" pledge and cost him substantial support in his own party. House Republican leader, Newt Gingrich, led a rebellion against the package, and conservative firebrand Pat Buchanan challenged Bush in the 1992 primaries, weakening Bush's bid for a second term. That experience made higher taxes all but unmentionable in the GOP. That turn recognized the rise of an anti-tax and government-skeptical populism on the right that has been a major force in American politics ever since. New voice on the right Among the new voices on the right was that of H. Ross Perot, a Texan and an early high-tech billionaire who ran against Bush and the deficit and Washington in general as an independent candidate for president in 1992. Perot was a billionaire at a time when there were not so many of them, and his suggestions about running the government more like a business hit home with many. For a time in June 1992, Perot was nearing 40% in national polls while the incumbent Bush and his Democratic challenger Bill Clinton were both below 30%, Another businessman, legendary automaker Lee Iacocca, had flirted with a White House campaign for a time in the late 1980s, sounding the same theme. The implication was that any competent private-sector manager could do a better job than the politicians and bureaucrats who only served themselves. Perot's campaign in 1992 and a sequel in 1996 eventually fell short, but the spirit he had unleashed with his independent bid sounded alarms in both the major parties. The issue of federal deficits and spending was only part of that spirit, but it was one the parties could at least attempt to address. The Republican reaction was to back a constitutional amendment requiring a balanced budget, which at least sounded like a solution. When the GOP next had majorities in both chambers, its leaders managed to get to two thirds approval in the House but fell short in the Senate. The Democrats, meanwhile, put at least some faith in a new effort called the National Performance Review under the aegis of Vice President Al Gore. It was supposed to streamline the federal establishment, which Gore referred to as "reinventing government." Like DOGE, the impetus for REGO (as some called it) was to cut spending, reduce regulation and cut down the size of the federal workforce. In pursuit of those goals, and backed by President Bill Clinton, Gore unearthed some of the work of the Grace Commission. Grace's operation produced a small library of recommendations but had too little to show for it in terms of real change. Clinton began his 1996 State of the Union by declaring "the era of big government is over" and highlighted six-figure reductions in the federal workforce as part of his reelection campaign. Yet overall, spending kept going up. And at times it took major leaps upward such as the War on Terror in the first decade after 9/11 and the outlays to counteract the Wall Street meltdown of 2008-2009, caused by the mortgage-backed securities crisis. Spending and the debt scaled new heights after COVID struck and the economy staggered. The need to look frugal Through it all, administrations and Congress kept looking for ways to look frugal. One that won applause from inside government and out was the National Commission on Fiscal Responsibility and Reform, launched in 2010 during what some called the "Great Recession." It was known as the Simpson-Bowles commission for its Republican and Democratic chairs, former Wyoming Sen. Alan Simpson and former White House Chief of Staff Erskine Bowles. It took seven months to produce an ambitious, balanced package that trimmed Social Security and Defense and also restrained some tax breaks and raised the federal gasoline tax. But only 11 of the 18 members of the commission voted for the package, falling short of the required supermajority of 14. In later years, there would be additional efforts, some with the support of the White House and some without. The House and Senate deal struck by Republican Rep. Paul Ryan and Democratic Senator Patty Murphy in 2015 ended a government shutdown and revived the spirit of Simpson-Bowles. But it too fell short of being the grand bargain some in both parties and many in the academic community were calling for. Overall, each of these efforts learned what Gore and Grace and Stockman had learned: Whatever successes they achieved, federal spending kept going up because the "big fish" in the federal budget were not getting caught. Where are the big ones? The biggest elements of federal spending begin with interest in the existing debt. It was a trillion when Reagan ran against it in 1980. It tripled in the decade that followed, and it has tripled since then and tripled again. It now exceeds $36 trillion and is rising. The next hardest fish to catch? Payments to American citizens through Social Security, Medicare, Medicaid, veterans' health benefits and other programs that do not need annual appropriations. That's more than half the federal budget right there. Payments under these programs essentially just send the bills to the taxpayers, yet the taxpayers have made it clear they do not want those payments to stop. The third denizen of the deep that budget hawks cannot reach is the budget for defense or national security. The growth in that category has only slowed occasionally since Reagan came to office, and since 9/11 it has been more or less beyond challenge. At 13% of the budget it is almost two-thirds the price tag of Social Security. And any chance of curtailing it probably went out the window with the election of the current Republican majorities in Congress. But responsibility for the current condition of U.S. finances rests on both political parties, and, ultimately, on the voters who keep returning them to office. Still, clearly, efforts to root out government inefficiencies and slash spending, at least in message, continue. Stockman, by the way, at 78 is still at it, posting regularly to his David Stockman's Contra Corner , with a series of memos to Musk and Ramaswamy on "How to Cut $2 Trillion of Fat, Muscle and Bone." This week he was up to Memo #11. Copyright 2024 NPRWhen it comes to investing, especially for long-term stock investors, it is important to buy high-quality stocks at great valuations. In today's video, I will discuss three stocks that appear cheap and could be good stock buys in December 2024 heading into 2025. One of those stocks that has pulled back a little and is the cheapest among the "Magnificent Seven" stocks is Alphabet ( GOOGL 1.20% ) ( GOOG 1.25% ) . Watch this short video to learn more, consider subscribing to the channel, and check out the special offer in the link below. *Stock prices used were end-of-day prices of Nov. 29, 2024. The video was published on Nov. 30, 2024.

Al-Sisi, Frederiksen discuss strengthening Egypt-Denmark relations

SYDNEY, Australia, Dec. 15, 2024 (GLOBE NEWSWIRE) -- Hampton Capital Asset Management is proud to announce its appointment and selection for the UNSW TRaCE (Translational Research and Commercialisation Experience) Venture Funding Programme, a pioneering initiative designed to accelerate high-potential startups from research labs to market. The $280 million TRaCE programme, established by the University of New South Wales in collaboration with the Commonwealth Government, industry partners, and the University of Newcastle, is the first of its kind in Australia. Inspired by successful frameworks from Israel and Singapore, TRaCE identifies and supports startups expected to make significant contributions to their industries. By combining early-stage funding with a network of industry leaders, the programme enables venture capital limited partnerships (VCLP) like Hampton Capital to commercialise innovative ideas into successful ventures while reducing risks at critical stages. Hampton Capital's Commitment to Innovation and Shared Vision Hampton Capital, a leading venture builder, and Hampton Accelerate , its accelerator arm, use cutting-edge technologies and sustainable investment strategies to deliver exceptional outcomes for their clients. Hampton Capital's selection into the TRaCE programme reflects their dedication to driving impactful solutions and aligns with TRaCE's mission of tackling the "Valleys of Death”-the critical barriers startups face on their path to commercial viability. The "Valleys of Death” describe the challenges of high development costs and unproven market traction that often deter private investment at crucial growth stages. By using the resources and funding provided by TRaCE, Hampton Capital aims to empower startups to bridge these gaps and scale effectively. "We are honoured to join the UNSW TRaCE programme,” said John Priest, Founder and CEO of Hampton Capital. "This opportunity allows us to refine our innovative financial solutions while extending our reach into world-class research, with a strong focus on sustainability and technological advancement.” Innovative Partnerships Driving Success The TRaCE programme represents a bold new approach to commercialising university research. By integrating TRaCE's deep R&D capabilities with Investible's $32.7 million Climate Tech Fund and its expertise in scaling early-stage startups, the programme addresses critical funding gaps that often hinder climate-tech ventures. Through this partnership, startups can access a co-investment framework designed to de-risk ventures and support their transition from lab-based innovation to local manufacturing and global deployment. The collaboration ensures that innovative technologies have the resources and guidance needed to achieve commercial success. Sustainable Innovation for the Future Hampton Capital's inclusion in the TRaCE programme highlights its leadership in reshaping the financial sector through sustainable investment practices. The programme's innovative funding mechanisms, including its buy-back system, enable TRaCE to recycle funds and reinvest in future startups, creating a sustainable pipeline of support. Over the coming months, Hampton Capital will collaborate closely with the TRaCE programme team to enhance its market presence, maximise its impact, and solidify its position as a trailblazer in the commercialisation of groundbreaking research. Contact Information:None

'Keep fighting', mother urges veterans after inquiryShura Council hosts Labour Minister to discuss temporary employment initiativesThe Inner Circle acknowledges, Donald B. Olson as a Pinnacle Life AchieverNone