The host country held 25 bouts at the Miguel Hidalgo Gymnasium in Puebla.

On Monday, the Mexican team added more positive results on the second day of the Puebla 2026 Pan American Continental Elite Boxing Championship, which marks the beginning of the qualifying process for the Lima 2027 Pan American Games.

RELATED:

Mexico Tops Santo Domingo 2026 Medal Table

The host country held 25 bouts at the Miguel Hidalgo Gymnasium in Puebla, a key day for the local representatives seeking to advance in the continental tournament.

In the women’s division, Valeria Amparan, in the 51-kilogram category, secured her place in the quarterfinals after defeating Esther Jimenez of the Dominican Republic by split decision.

Meanwhile, Santiago Montalvo advanced to the next round in the men’s 60-kilogram category after his opponent, Abishai Jean-Baptiste of Barbados, failed to make weight. The day also brought some setbacks for the host delegation, since Paula Hernandez lost by unanimous decision to Brazilian Rebeca Santos in the 60-kilogram category.

The text reads, “Opening of the 2026 Pan American Continental Elite Boxing Championship, by the Governor of Puebla, Alejandro Armenta, accompanied by Gennady Golovkin, President of World Boxing and former world boxing champion, at the Miguel Hidalgo Gymnasium.”

Likewise, Jose Gonzalez was eliminated in the 55-kilogram category after losing by split decision to Brazilian Michael Douglas. The competition continues this Tuesday with Guadalupe Torres facing American Alyssa Mendoza in the quarterfinals of the women’s 57-kilogram category.

Also taking to the ring are Darianne Hernandez, who will face American Marie Rosendo in the 65-kilogram category, and Hugo Barron, who will face Panamanian Cristofer Filos in the men’s 65-kilogram category.

Another major focus will be on Hugo Padilla, who will fight Canadian Parminder Pannu in the 75-kilogram category, with the possibility of moving closer to qualifying for Lima 2027.

teleSUR: JP

Source: Gobierno de Mexico

• People often assume that my best friend and I are sisters, but our connection is a little different.
• She's the now ex-wife of my ex-husband, though we connected while they were still together.
• She has become my person, the one I turn to in good times and bad.

When my best friend Shelley and I are out together, people often ask if we are sisters, even though we look nothing alike. Shelley has dark hair, dark eyes, and very fair skin, and while I also have fair skin, I'm a blue-eyed blonde. We get the question so frequently that it's almost comedic.

"No," we tell whoever is asking, "we're ex-wives-in-law."

This always gets a laugh, and when we explain our story, it brings a moment of levity to whomever we've encountered.

Behind what we've made into a little joke for public consumption is a unique bond that a lot of people wouldn't understand. It's a bond forged by trials, reinforced by implicit trust and devotion, and topped off with a whole lot of laughter and joy.

Our connection is unique

"Our Husband," as we call him, was intent on Shelley and me getting to know each other before they married. He and I have two sons, and Shelley has two sons from a previous marriage who are about the same age as my boys.

This meant that we had many of the same interests as boy moms by default, but, as it turned out, we also shared many of the same tastes in music, art, and books.

One milestone event of my life occurred early in Shelley's marriage to Our Husband. Shelley and I went to see Prince in concert together shortly before his death. I will never forget that night, and I'm so thankful that I got to see him perform live. In retrospect, I could see the spark of our friendship starting to glow that night.

Strangely enough, though, the night that I count as the true beginning of our friendship was the night that the Diane Sawyer interview featuring Caitlyn Jenner aired. For me, this was one of those events in the cultural zeitgeist that seemed like it should be witnessed with someone else. As it happened, all four of our boys were on the swim team together, and the program aired on the night of a meet. So, I forced the situation. Our Husband was working that evening, and I told her I'd be over with food to cook dinner for all of us. I came to her house — the house that she shared with Our Husband, who was my ex, of course — and we made dinner for ourselves and the boys, drank some wine, and watched the interview. Our friendship grew from there.

Not everyone was on board at first

Shelley told me much later that she initially thought it was weird that, as Our Husband's ex-wife, I was so intent on being her friend.

She says her mother told her, "I think you might as well give in, I think she has decided you are friends." The truth is, I just plain liked her, and we had a lot in common, but her mom was right. I wasn't going anywhere.

The relationship evolved

Sadly, Shelley's marriage to Our Husband ended after four years. She has said that I put her back together after that all happened. I don't look at it that way. I simply was there for my friend. She emerged after that crisis like a butterfly coming out of its cocoon, and our friendship grew, battle-hardened, to a new level. Through all this, we shared parenting crises and triumphs, career battles and successes, and personal health scares.

Then, together, we went through something foundationally shattering for both of us. We both cared for our aging mothers, and connected even more deeply after they both died.

For a daughter, losing a mother is a life-changing event. On top of that, being a family caregiver, being involved in the deeply draining day-to-day process of shepherding a loved one toward and through their transition in death, is a solemn responsibility, the parameters of which are indescribable to anyone who hasn't experienced it.

As it happened, just by circumstance, Shelley walked those paths ahead of me and alongside me, and we held each other together through tears and laughter along the way. Shelley's mother died on March 18, 2019. My mother died on March 16, three years later. Shortly after she passed, Shelley, Our Husband, and I sat in my living room and toasted her with a round of her favorite drink, gin and tonics, in recognition of the valiant battle she had just completed.

Our Husband had thoughts

So how does Our Husband feel about Shelley and I being so close? For him, it's been kind of like the five stages of grief. First, he tried to deny that we were actually friends. Surely, we were just pretending to be friends — certainly, this was just a charade, we were just doing this to spite him. Then came anger. Apparently, we were friends, which just wasn't appropriate in his view. Next, there was bargaining. If we'd stop seeing each other, he'd be nicer. Then, of course, depression. Yes, Shelley and I were friends, and that just sucked. Now, there is acceptance. Sometimes, he refers to her as my "girlfriend."

Of course, a lot of time has passed, and I like to think that all three of us have grown a great deal. Shelley and Our Husband have been divorced for 10 years. My relationship with Our Husband has gone through many evolutions. He and I have been divorced for 14 years and apart for 17. Above all else, he gave me the greatest gift one human being can ever give another in making me a mother, and we have two wonderful sons who are young men now, out in society, being productive citizens.

Little did he know he'd also give me another wonderful gift when he got divorced for a second time. He gave me my best friend for life, my person.

One of my favorite cartoons growing up was "The Jetsons." The Jetsons were a futuristic family living among the clouds with a fully automated life, from a robot maid named Rosie to technology that could make your dinner or do your laundry in just a few seconds at the push of a button. Everyone’s favorite aspect of this futuristic cartoon lifestyle boiled down to one element, which has become somewhat of a benchmark for technological progress: flying cars. And with Tesla’s recent exhibition, we are one step closer to that Jetsons-esque reality.

If you haven’t seen the video, Tesla did a demonstration of their forthcoming Roadster vehicle, slated for 2028 production. The car swooped up a half-loop ramp reminiscent of Matchbox car stunts. At the top of the ramp, the car, which was upside down at the top, flipped over in midair. Then, thrusters seemed to suspend the car in midair, before helping guide it gently back down to land on the ground.

For just a few moments, that car flew, and it was truly awe-inspiring.

FLYING SPORTS CAR HIDES ITS WINGS AS PRODUCTION GETS CLOSER

The reactions to this engineering feat and demonstration spectacle are somewhat of a Rorschach test. Those who love building, progress, technology or who are just generally optimistic have seen this demonstration as a formidable, impressive achievement. Those who like to see things torn down or are generally naysayers or obstacle formers react with "it’s not that big of a deal" or give other criticisms.

Fortunately, America still has enough people committed to the entrepreneurial spirit to attract the likes of Elon Musk and provide a good home base for his talented team members and others who want to see Musk, America and human beings in general succeed.

It isn’t hyperbole to say that Elon Musk is one of, if not the greatest, entrepreneurs of modern times. Regardless of any personal feelings or thoughts about Musk, if you can separate the art from the artist, or in his case, the entrepreneur from his business accomplishments, objectively, Musk has done the unthinkable time and time again. And we, as a country, are better off for him doing it from America as his home base.

As my husband and I talked about Musk’s varying accomplishments, from his early work in online payments to his achievements in electric vehicle manufacturing and AI, to his SpaceX being able to catch rocket boosters returning to the Earth from outer space upon landing, and now this latest hovering automobile. We discussed that Musk reportedly held discussions with Taiwan Semiconductor Manufacturing Company regarding a potential collaboration for his "Terafab" semiconductor facility in Texas. I mentioned that chip buildout had faced major challenges elsewhere, and my husband pointed out that it is different under Musk, saying, "In fact, we need 16,000 more Elon Musks."

INNOVATION IS KEY TO AMERICA STAYING A SUPERPOWER. BUT IT IS MISSING AN ESSENTIAL PIECE

And he’s right. America needs more Elon Musks.

No, Elon Musk does not succeed on his own. There are many team members alongside him in undertaking outrageous projects and often making them succeed. But there’s something about Musk’s vision, leadership, hiring and willingness to inspire confidence in others, both on his team and in the general public, that makes his teams continue to be successful. And we need more of that.

We need to not only attract and inspire those who may even be just a little bit like Musk, to dream bigger and bolder, to take calculated risks and try and try again when things don’t work the first time. And we need to make sure that we incentivize that behavior, instead of trying to penalize it or throw up roadblocks.

THE NEXT AMERICAN BOOM COULD BE HERE — UNLESS WASHINGTON REGULATES IT TO DEATH

In our own government, which is supposed to help vs. hinder entrepreneurs, we have politicians like Senator Elizabeth Warren, who is noted for going after Elon Musk because of his success, instead of trying to figure out a way to foster more Musk-like successes. After a vastly-ridiculed post made earlier this week from Warren lamenting, of all things, a possible merger between companies that make various spices and condiments, Mike Solana, CMO of Founders Fund and EIC of Pirate Wires, posted on X (also owned by Musk), highlighting the stark differences between the politician Warren and the creator Musk.

His post said, "liz warren: we’re gonna stop the mayonnaise company from buying a hot sauce company." He then said, "elon musk:," and included the video from Musk of the Roadster’s hovering feat, perfectly illustrating how some in our country are erecting barriers and others are breaking barriers.

America was founded on an idea of individual rights and incentives that rewarded successful pursuits, with such rewards growing at scale. We are very fortunate that we have Elon Musk and others who are pushing boundaries, bringing us into new frontiers, allowing Americans who work for him, who invest with him and who use his products or services to benefit alongside of him.

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We do need 16,000 more Elon Musks. And the way to foster more Elon Musks is to appreciate, incentivize and reward entrepreneurship.

• GoDaddy's CEO said Dara Khosrowshahi once gave him career advice that changed his leadership.
• Aman Bhutani said Khosrowshahi told him he'd never gain ad experience if he didn't start speaking up about it.
• The advice prompted Bhutani to push through the discomfort of learning new functions.

Getting a seat at the leadership table is a challenge in itself — but speaking up confidently once you get there is a different beast.

Aman Bhutani, CEO of the domain registrar and web-hosting company GoDaddy, said he received advice on navigating those moments from Uber's current CEO Dara Khosrowshahi, who at the time led Expedia and served as president of the brand. Bhutani was then the company's head of technology, and reported to Khosrowshahi.

Khosrowshahi gave him a chance to discuss advertising in a senior-level meeting they were both attending. While Bhutani was initially excited about the opportunity, he said that eagerness didn't come through.

"Sitting in this room of leaders, where there were people that had way more experience and expertise than I did, I didn't speak up," Bhutani told Business Insider.

Bhutani said he regularly spoke up in meetings about product, engineering, and other areas where he felt confident about. However, while advertising was a core interest, he hesitated to weigh in. After several meetings, Khosrowshahi pulled Bhutani aside and gave him feedback that the GoDaddy CEO said changed his career.

Khosrowshahi asked why Bhutani didn't share his perspective on functional marketing, since the topic was so critical for the business. Bhutani explained he didn't have "any actual experience" in marketing. Khosrowshahi's response, Bhutani said, was simple.

"'And if you don't talk about it, you never will,'" Bhutani said, recounting Khosrowshahi's reply. "'If you don't talk and make mistakes and say the wrong things and get beat up by the CMO, how are you going to learn?"

Khosrowshahi reminded Bhutani that Bhutani wasn't afraid to be wrong on the product-tech side. He told Bhutani that he should approach marketing the same way, even if he didn't have the same background.

That advice has since taken Bhutani far, he said. Bhutani later took over presidency of the Expedia brand from Khosrowshahi in July 2015, with marketing and advertising teams reporting to him.

Bhutani said that in his last job and current position as CEO of GoDaddy, he's had the chance to learn about every part of the business. That means he can speak with accountants, marketers, and auditors in their language. He said he has grown to enjoy learning about new functions, and seeks out people and situations where he's pushed to do that.

"I enjoy the stress and the discomfort of being in an uncomfortable space," said Bhutani, who has been GoDaddy's CEO for seven years now. "I enjoy the idea that I'm learning something new. It keeps me young. It keeps me happy. It keeps me engaged."

Bhutani learned that it's important to share his perspective, but said there's often a fine line between adding value and speaking just to prove you belong in the room.

Bhutani said another piece of feedback that stuck with him from his last job — positive this time — was from a board member who told him he has a good "tongue-to-ear ratio" and "brain-to-mouth ratio." In other words, he knows when to listen and think, rather than speak just to fill silence.

"I think if we all listened a bit more and thought a bit more, we would all do a bit better," Bhutani said.

A Bogotá court ordered the National Museum to safeguard nearly 30 removed works as professors protested the government’s decision.

A Bogotá court has ordered Colombia’s National Museum to preserve nearly 30 artworks removed from its exhibitions, prohibiting further alterations or removals without legal authorization amid growing protests over the government’s decision to take down pieces related to the armed conflict, feminism and LGBTQ+ communities.

RELATED: De La Espriella’s Cultural Counterrevolution In Colombia Kicks Off

The 24th Family Court of Bogotá issued the precautionary measures in response to a constitutional protection petition filed by Gabriel Becerra Yáñez, secretary-general of the Unión Patriótica party, and members of the León Zuleta and Revolución en Rosa collectives.

Judge César Enrique Osorio Ortiz ordered the museum to keep the affected works in appropriate conservation conditions and prohibited the institution from moving, destroying, altering, deaccessioning or returning them to third parties. The museum must also preserve all records, exhibition plans, minutes and communications related to the removals.

The court gave the museum’s management 24 hours to submit a detailed report identifying the works’ current locations and conservation conditions, including items removed from exhibition rooms and the Miguel Ángel Díaz memorial garden. The report must also identify the authority responsible for ordering their removal.

Text Reads: Six modern art museums in Colombia questioned the removal of at least 30 historical pieces from the National Museum in Bogotá.

The dispute began last week after President Abelardo de la Espriella ordered nearly 30 works removed from the museum’s permanent exhibitions. His office characterized the pieces as an “ode to terrorism.” The works address historical memory of Colombia’s armed conflict, feminist demands, LGBTQ+ rights and the 2016 peace agreement with the Revolutionary Armed Forces of Colombia (FARC).

Court cites constitutional protection for historical memory

In its ruling, the court emphasized that artistic expressions connected to historical memory, truth-seeking and symbolic reparation for victims are protected under Colombia’s Constitution.

The decision cited the Constitutional Court’s recognition that such works serve a broader public purpose.

“Artistic expressions associated with processes of historical memory, extrajudicial truth and symbolic reparation for victims are not merely cultural manifestations, but constitutionally protected instruments for building collective memory, dignifying victims and ensuring guarantees of non-repetition,” the ruling stated.

The judge added that these expressions warrant enhanced protection because of their close links to the fundamental rights to truth, historical memory, artistic freedom of expression and symbolic reparation for victims.

The court found reasonable grounds to suspect that these rights had been violated and warned that further harm could occur without immediate conservation measures. It said the precautions were necessary, urgent and proportionate to prevent irreparable damage while the case is considered on its merits.

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Text Reads: Historical memory cannot be erased!
The justice system accepted our legal petition and ordered the protection of the works removed from the National Museum, the halting of any further unjustified removals, and the preservation of the garden dedicated to Miguel Ángel Díaz.
The memory of the victims and the rights that have been won must be defended!

The petition names both the Ministry of Cultures, the Arts and Knowledge and the National Museum. Each has one business day to respond, submit evidence and clarify whether administrative decisions authorized the removals, as well as the degree of institutional autonomy between the two bodies.

The proceedings also involve President de la Espriella, Bogotá’s Secretariat for Women, the Sexual Diversity Directorate of the District Planning Secretariat, the Secretariat for Social Integration, the Sí Mujer Foundation and the Colombian Communist Party. These parties were also given one business day to submit evidence.

Professors hold classes outside museum in protest

The legal challenge comes as opposition to the removals has spread beyond the courtroom. On Monday, university professors moved their classes to the steps of the National Museum, holding open-air lectures to discuss the government’s decision and what they described as censorship.

Academics from several disciplines used an amplification system to address the public. The sessions took place under the watch of numerous officers from the National Anti-Riot Unit (Unadi), the same force deployed during large demonstrations outside the museum over the weekend.

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Text Reads: ABELARDO DE LA ESPRIELLA SEEKS TO ERASE HISTORICAL MEMORY
The president has ordered the removal of images and references to Carlos Pizarro Leongómez—former M-19 commander and a key figure in the peace process—from government-controlled public spaces. This decision follows the provisional suspension of the designation of his hat as a piece of cultural heritage, and comes amid a visit to the Ministry of Culture, during which he also lashed out against inclusive language.
Arguing that “terrorists” should not occupy public spaces, the government is attempting to dictate which parts of history deserve to be remembered.
Memory cannot be erased by decree. History cannot be rewritten from a position of power.

Catalina Muñoz Rojas, an associate professor in the Department of History and Geography at the University of the Andes and an organizer of the classes, said the removed works were part of exhibitions developed over years to reflect the pluralism and diversity enshrined in Colombia’s 1991 Constitution.

She argued that the president’s intervention disrupted democratic, participatory curatorial processes involving communities from across the country. The professors plan to continue their educational activities throughout the week, engaging members of the public and the officers stationed outside the museum. Organizers urged the officers to respect the peaceful, academic nature of the protest.

Ana López, a resident of Colombia who attended the demonstrations, described the government’s decision as arbitrary and authoritarian, warning of the risk of more sweeping censorship aimed at silencing the country’s cultural and social diversity.

The removals have also prompted public criticism from Colombia’s modern art museums and the Colombian committee of the International Council of Museums (ICOM Colombia), alongside protests outside the institution.

The court’s precautionary measures will remain in force while it considers the petition’s merits. The proceedings will address the legal basis for the removals and allegations that the decision violated rights related to historical memory, artistic expression and symbolic reparation.

Selina Cartmell announces season including Stockport-set version of Phaedra myth by Simon Stephens

A theatre boss has promised to channel the “pioneering spirit of Manchester” and be “brave and fearless” as she unveiled a new season of work, two years after a deeply damaging censorship row.

Selina Cartmell, the artistic director of the Royal Exchange in Manchester, revealed details of 2027-28 productions that include a retelling of the Munich air disaster and a modern Stockport-set version of the ancient Greek myth Phaedra.

• Hans Hasselby-Andersen quit Texas Instruments during the 2008 financial crisis with four young kids at home.
• He sold his apartment, cashed out his pension, and took on debt to build a semiconductor startup.
• Nine years later, his company, Merus Audio, was acquired by Infineon.

This as-told-to essay is based on a conversation with Hans Hasselby-Andersen, 56, CEO of Danish semiconductor startup Lotus Microsystems and cofounder of Merus Audio, which was acquired by Infineon in 2018. The following has been edited for length and clarity.

When I quit my job at Texas Instruments in September 2008 to start a semiconductor company, I had four children between the ages of 5 and 14.

It was almost the height of the financial crisis. You had Lehman Brothers going down in flames in the US, and the whole credit market was just freezing up.

So to jump out at that point and go into fundraising was a big, big step. My manager was looking at me like I was crazy, basically.

Thinking back, probably I should have waited a year or so and just cooled off a little bit. But the thing is, once you have an idea and you're really motivated, you can't really wait. You have to go do something about it.

I'm an electrical engineer by training. Earlier in my career, I joined a small startup that was acquired by Texas Instruments about five or six months after I arrived.

The whole concept of a company being acquired, an exit and all that, was all new to me.

It planted a seed in my head that, if the circumstances were right, this was also a path I could take, and not just build my career in a large company.

I stayed at Texas Instruments and worked in the audio semiconductor business.

I was picking up things from my interactions in the market where I thought there was actually a need for a much more energy-efficient way to drive speakers in products like portable speakers and soundbars.

I saw a market need, but I didn't have the technical solution, so my first task was to go out and find a cofounder who could come up with a technical solution for that market.

I think that's actually quite unusual for tech startups. Normally, somebody comes up with some technology, and then they go out and try to see where it can be applied. This was the opposite approach.

Four kids, one big decision

Just before I resigned, I called my bank and asked if I could get a basic bank overdraft facility just to give me some extra headroom to live on.

Honestly, I think if I had waited two weeks, I wouldn't have gotten it. It was just when the financial crisis started to really kick in, and I seriously doubt I would've gotten that line of credit.

Getting the first funding took the better part of a year.

I probably spoke to between 50 and 100 different investors.

It's really a dating game. You try to look appealing and interesting from a company point of view, but you mostly get rejections because the investor doesn't invest in your domain, you're too early, you're too late, or you don't fit their profile.

I paid out of my own pocket to travel to Japan, South Korea, and Singapore to meet potential customers. I wanted to pressure-test my idea, understand what they were struggling with, what their requirements were, and help mature my business case.

Eventually, I raised the equivalent of about $150,000 to $200,000. It was a very small amount, and we spent it in about six months. The minute we got the funding, we knew we had to continue fundraising immediately.

My wife, who was a school teacher at the time, has been very, very supportive. She never told me, "This is a stupid idea, go back and find a job."

With four kids, you can't just make that decision on your own. When we finally got the company off the ground, my wife and I made some adjustments to minimize the risk for my family.

We sold our apartment while we could still make a little money from it and rented instead, so we wouldn't risk having to sell at a loss if the company failed. We also sold our car and leased one instead.

I slaughtered my pension and took out the money. I thought, "I need it now. I'm not about to be retired anyway."

Throughout the life of a startup company, you're more or less in fundraising mode all the time. You always have to keep your eye on how long you have cash and where you're going to get your next funding. The worst thing that can happen is that you run out of cash.

If there's one recommendation I would give first-time founders, it's to prepare for things to take longer than they expect because they always do.

If you think you can do something in two years or three years, multiply that by two, at least.

If you plan financially for your cash to fund your plan as you lay it out, then you're going to be in a difficult situation because you're going to run out of cash before you've achieved the milestones you set out to achieve.

Engineers have to sell, too

Starting a company around 40 made me a different kind of founder. There were definitely things I had learned that I wouldn't have been without.

I had learned how to communicate with customers, how to find out what the market needed, and how to explain what I was doing and why it was a good idea.

Many engineers are obviously good at what they do technically, but they can have a big challenge explaining that to others.

When you're standing in front of investors, you have three minutes to explain what you're doing. You have to train to do that elevator pitch.

Nine years later, the company I cofounded, Merus Audio, was acquired by Infineon.

I stayed on to help with the integration, but I was really not looking to go back into the corporate world. I had already had that experience and I had really come to like the startup life.

Today, I'm CEO and an investor at Lotus Microsystems, another semiconductor startup.

I'm not a founder this time, but I feel ownership. I feel invested in the company.

Would I take that same risk again today as I did with Merus?

I think the answer is yes.

If you have that mentality of wanting to try something on your own, to build something, that is a major driver inside you. It gives you an enormous amount of energy and motivation.

When you do that, you can actually achieve a lot.

• CEOs are excited about AI, but increasingly worried about cybersecurity, KPMG US CEO Tim Walsh said.
• “The cyber risks have just elevated to places that we’ve never seen before," he told Business Insider.
• KPMG is creating a cyber-defense business built around AI.

Corporate leaders tend to be enthusiastic about AI's potential — and increasingly concerned about the cybersecurity challenges the technology brings.

Tim Walsh, CEO and chair of KPMG US, said the worries come up in nearly every meeting he has with fellow leaders, as AI gives bad actors new ways to try to breach corporate defenses.

"The cyber risks have just elevated to places that we've never seen them before," he told Business Insider.

Walsh pointed to the Hugging Face incident this past summer, in which OpenAI said an AI agent bypassed controls during an internal cybersecurity evaluation and accessed parts of the open-source AI platform's systems.

There isn't currently a defensive wall, he said, that's capable of rebuffing every cyber threat. He said KPMG is working with the frontier AI model developers and others on further protections.

The goal is to help the Big Four firm protect its business, and its clients' businesses, Walsh said, adding that he sees it as a potential opportunity worth more than $1 billion.

'Cyber insecurity' fears

Unease about AI and cyber threats showed up in a recent KPMG US survey of 400 CEOs at major US companies. While leaders reported confidence in AI's potential, cybersecurity was the concern they identified most often.

Eighty-five percent said cybercrime and "cyber insecurity" could affect their company's prosperity over the next three years — more than said the same about inflation, geopolitical tensions, the pace of technological change, or other risks.

Cybersecurity was also the most commonly cited challenge to implementing AI. It topped ethical questions, data readiness, cost management, and translating AI spending into measurable returns.

Leaders said they were particularly concerned about identity theft and data privacy, vulnerability to cyberattacks, and fraud detection and prevention. Nearly half said they planned to increase cybersecurity investment over the next three years, citing threats including AI-powered social engineering, AI-assisted phishing or malware, and data and privacy risks tied to AI agents.

A growing need to defend and check AI

The concern is shaping the kinds of work the firm wants to do for clients.

Walsh said KPMG is building what he described as a managed cyber-defense business centered on AI, meant to serve as a "shield and defense mechanism" for companies. KPMG already has a cybersecurity business, he said, though this would be a different offering built around AI.

The company also sees a growing need to check whether the AI systems organizations deploy are doing what they are supposed to do. KPMG already helps clients assess AI-related controls and governance. Walsh said the firm is developing additional services to verify that AI agents are operating as intended and give investors and others confidence that companies can control them.

"Trust around AI is a real thing," he said.

• Chris Williams was the VP of HR at Microsoft and is now an advisor and consultant.
• Williams uses a broad range of AI tools and encourages his clients to do the same.
• "Perhaps you'll find, as I did: AI can be better at deletion than creation," he says.

Practically every company is making AI tools available to their employees. As the former VP of HR at Microsoft and a leadership advisor with over 50 years of business experience, I'm amazed at how quickly this rollout has progressed.

Some people are all in, using the tools for nearly everything they do. Others have barely stuck their toes in the AI waters. I've been using a broad range of AI tools and encourage my clients to do the same.

AI isn't without controversy, and if someone is strongly against using it — for whatever reason — I'm not going to convince them otherwise.

But if you're wondering how and why you should use these tools, I'm here for you. Let's talk about three ways I advise all my executive clients to use AI effectively in the workplace.

1. Use AI as a second opinion

Use AI as a way to see things you might not have seen. Ask it, "What am I missing?"

I agree with many that AI is lousy at most creative efforts. Whether written or visual, AI results can be generic, mediocre, and often embarrassing. The output usually deserves the "AI Slop" label it gets. But to dismiss it entirely misses a core value.

AI is useful with, perhaps even because of, that generic, often obvious other perspective.

It can be amazingly helpful to simply ask: what am I missing? Since AI has a tendency to agree with me, I explicitly ask for pushback: "review this and tell me what I'm missing, tell me where I'm wrong." The fact that AI is so obvious, so average, is actually a core value here. I'm often surprised at the points I missed and the viewpoints I overlooked.

Even if AI doesn't find things you missed, a contrarian angle can be very helpful to shore up your own case. You'll be able to say, "Yes, I considered those things, and here's why my take on this issue is better."

In that way, AI can also help you prepare for your discussions with colleagues. With so many letting AI draft their arguments, it's very valuable to see their perspective in advance.

So no, I don't let AI make my case, but I always look for another perspective in what I do — wherever it comes from. Having a tool that can give me that on a moment's notice is incredibly useful.

2. Ask AI to summarize dense information

Long before AI, we all had that colleague who always told you far more than you needed to know. With some now using AI heavily, it can frankly be overwhelming.

You ask a simple question and get a blizzard of AI-generated noise in response. AI can be the worst over-explainer when simply left to run. You see the results in a seven-page response.

When I'm faced with one of these walls of text, I've learned there are really only two ways to respond. I can, and often do, ask the person to try again. What does this all really mean? Can you summarize your point in a couple of sentences? I occasionally get snarky and ask for the "non-AI slop" version.

Another way to deal with this is to ask AI to summarize it, whether AI tools or a wordy colleague wrote it. Importantly, I don't trust the AI summary to be the full explanation, but it helps me understand the key points. Which I then work to find in the original blizzard response.

Yes, this is a little circular. After all, why not just have the two AI systems have the discussion? Leave me out of it. But in a world where it seems everyone has a hard time getting to the point, any tool to cut through the noise is welcome. And AI is very good at that.

3. Let AI help you with tasks

In a similar vein, one thing AI does incredibly well is organize. This kind of rote task of sorting, filtering, and filing is right in the sweet spot for most AI systems.

I'm wary of letting AI systems automate tasks like filtering or filing things without my supervision. I'd never let an AI system automatically send emails, texts, or documents without my careful review. But I often have AI systems help me sort through mountains of accumulated debris.

I recently moved to a new computer system and had AI review what I was planning to move over. I discovered decades of accumulated cruft. Simply from a comprehensive list, I found gigabytes of programs, files, and settings, 90% of which I just left behind.

So if you have 8,000 emails in your inbox, or a documents folder that has grown a second life, let an AI system take a look for you. Don't just tell it to "deal with it." Your judgment is needed.

Rather, have it give you a review of it and another perspective. And once you've reviewed it, perhaps you'll find, as I did: AI can be better at deletion than creation.

So when your company rolls out the next new AI, use those tools to your advantage. AI can help you see another perspective, find the important points in the blizzard, and cut through the mess. I've embraced AI, use it with great care, and encourage everyone to do the same.

• Isaac Persky used a creative video to land an internship at Tarte Cosmetics in 2024.
• Maureen Kelly, the CEO of Tarte, was impressed by Isaac's video, leading to his internship offer.
• He returned for a second summer internship and started a full-time position this June.

When I was in college, I wanted a summer internship in New York City, specifically at one company: Tarte Cosmetics. My mom sent me a video of Tarte's founder and CEO, Maureen Kelly, calling on college students to apply to their summer internship program, and it sparked my interest.

I've been posting videos on social media in both the beauty and comedy niches for years, but I thought I'd left that behind when I started college at Chapman University to pursue a more 'serious' career. I was double majoring in economics and public relations and figured Tarte would be a fun way to spend the summer after my sophomore year before turning to a more traditional business or finance path.

I had one problem — I had no connections to Tarte, no family in the beauty industry, and no obvious way to stand out among thousands of applicants. In today's job market, especially for a sought-after position in beauty, it felt more likely I'd get struck by lightning than land an offer.

When I submitted my application in January 2024, I knew I barely had a shot.

This is where most applicants stop

They repeat the process with hundreds of applications, hoping to win the lottery of landing an interview and, ultimately, an offer.

I'm from Nebraska and attended school in Southern California. To be frank, going home for the summer was not an option. I didn't want to trade my glamorous coastal lifestyle for corn and county fairs. I couldn't rely on pure luck to be selected for an interview. I knew that if I could get in front of them, they would see how perfect I was for the role.

I decided to make a video

Since posting videos felt natural to me, I figured, what better way to show that I'm qualified for a marketing job at Tarte than by successfully marketing myself to Tarte. I decided to make something fun and entertaining. Inspired by the iconic Harvard admissions video from Legally Blonde, I created an "Elle Woods-style" application video.

I showed Tarte that I was passionate about working for them, willing to put myself out there, and could actually do the job that I was applying for. I admit, it felt a little ridiculous. I knew that all my friends would see it, and that there was a good chance it wouldn't work out the way I intended, but it was worth a try.

The video got the attention of Maureen Kelly

I woke up one morning in January 2024 to a notification that made me check whether I was still dreaming: a comment from Maureen Kelly on my post. It was a simple 'I 👀 u! OBSESSED,' followed by an email from Tarte's HR team saying they enjoyed my video and wanted to schedule an interview.

From there, I landed a paid internship with Tarte Cosmetics on their social media team. I moved to New York and worked at Tarte for three months. What started as a creative experiment became my entry point into the beauty industry.

The following winter, they offered me the chance to return for the summer of 2025. Despite my initial thoughts that my summer at Tarte would be a one-off adventure, I accepted their offer. It felt like I had found a career that combined my interests in comedy, public relations, and storytelling.

The experience also challenged some assumptions I had about internships

I expected to spend my summers doing small administrative tasks. Instead, I found myself contributing to campaigns with household-name brands and learning from the professionals who had built Tarte. I was particularly struck by Maureen Kelly, who took my ideas as seriously as she did her VPs' and shared her personal advice and can-do attitude with me regularly.

This spring, as I prepared to graduate, I received a full-time offer from Tarte without having to apply again. I officially started my full-time role with Tarte in June.

In college, much of the career advice my classmates and I were given emphasized professionalism and networking, but when employees at your favorite company are getting dozens of 'coffee chat' messages each week from people like you, that advice becomes outdated. Sometimes the best career move isn't sending another application; it's doing something creative with the skills you already have.

For most people, the idea of posting a video to get a summer internship feels embarrassing

To be honest, it was embarrassing. Putting yourself out there always carries that risk, but sometimes that discomfort is the price of trying something others might not.

Even if it doesn't work out, don't let it reflect on you. I find it best to maintain the mentality that they would be lucky to have you, and frankly, what a disappointment it is that they didn't get you.

Most importantly, I must acknowledge that all of this advice is coming from someone who has the job and got the internship. Yes, I was strategic, and I give myself credit for that, but I was also lucky.

Sadiq Khan's Culture Team has blocked Charlotte Gill on X after she flagged their bonkers £500,000 woke grants – funding queer birding, doll workshops and a solarpunk festival. Your money at work.

The post Why Was I Blocked on X by the Mayor of London’s Culture Team? appeared first on The Daily Sceptic.

• Melanie Dulbecco has been CEO of the syrup company Torani for 35 years.
• Dulbecco said layoffs are a choice, and that Torani's decision not to do them has helped with retention.
• She said that the company is hiring fewer people than it would be if Torani didn't use automation.

This as-told-to essay is based on a conversation with Melanie Dulbecco, the CEO of syrup brand Torani. She's based in San Leandro, California, where the company is headquartered. This story has been edited for length and clarity.

I may sound different than most CEOs.

I grew up in a blue-collar neighborhood, and my parents divorced when I was really young. When I was little, I saw my mom struggle so much, and I noticed that some kids around me didn't have the same opportunities.

I felt this sense of inequity, and that became a motivating and driving force for me. I tried working in politics, then nonprofits, and eventually went into business. I wanted to build an opportunity company. When I met the family from Torani, they liked that idea.

I was the ninth hire at Torani in 1991 and became the first CEO in 1995. We now have over 500 employees.

When I started, we made $700,000 a year in annual revenue. We've grown 20% a year on average, and this year, we plan to hit over $800 million in revenue.

But to us, growth is not a financial endeavor. The trailing indicator of success may be the financials, but we think our work together creates the momentum and value in the marketplace that drives our growth.

It's very easy for us to say layoffs are not our approach. I think layoffs are a choice. I get it if a company is going through bankruptcy and has to make extremely challenging choices. Otherwise, I think it's a financial exercise that doesn't consider how you're going to be resilient or regain momentum — because you do that with a team.

Our workers aren't concerned about being replaced by AI

Torani is currently hiring fewer people than it would be if the company didn't use automation. We use automation to deprioritize manual, rote jobs with limited career mobility. We also use AI for consumer and market research, sales forecasting, and demand planning.

However, our team doesn't get worried about things like AI because they trust that we will both automate and elevate the work, that we will never do anything that squashes opportunities for people, and that we are looking out for everybody's success.

We're often in hyper-growth mode, which means we need people to know how to work together. The ability to work together, to collaborate, to address challenges, to be resilient in tough times, is critical. This strategy has also helped with retention.

We were faced with a choice during the pandemic

We had been planning a move to our new location in San Leandro in March 2020. That happened to coincide with the stay-at-home order. It was one of those moments where, as a leader, you feel like you have to breathe into a paper bag.

We had borrowed a lot of money from the bank to build our new flavor factory. The loans were going to start coming due in April, so the executive team came together to look at what we needed to do to be OK.

Before we did that, though, we asked: What will make us proud when we get to the other side of this? We had a long discussion about it and decided that making it as one team — without any layoffs or furloughs — would make us proud.

So we we scaled back marketing and advertising expenses and paused all company travel. All departments had to review their budgets. They got scrappy to identify and eliminate non-essential costs.

During the early months of the pandemic, Torani prepared for a 50% decline in sales. Thankfully, there was only a 20% decline in April of 2020, and revenue was back up in May. We quickly pivoted to online retail and grocery to fill the gaps left by cafés and drink shops closing their doors. Torani ended 2020 with a 15% year-over-year revenue increase.

We moved to our new location in six months instead of six weeks, but we got there. We couldn't have done that if we laid off our team. We needed to come together at that moment.

Zohran Mamdani has places to be.

At 35, the mayor of New York City knows how to catch — and keep — people's attention. It's tempting to think the key to Mamdani's success is Instagram, but the secret sauce of his leadership isn't just a social media machine. It's a man criss-crossing the five boroughs with a portable podium and the occasional sugar-free Red Bull.

To better understand how his in-person ubiquity shapes public perception, Business Insider spent the summer tracking the mayor's daily schedule. From May 1 to August 31, Mamdani had 249 listed appointments, 170 of which were held in public. Eighty-one of these were in community spaces such as classrooms, libraries, parks, apartment buildings, tennis courts, places of worship, and restaurants.

Another 50 were government events at emergency preparedness centers and police precincts. With the exception of Staten Island — which Mamdani visited three times — his appearances dotted the city. He spent the most time in Manhattan with 85 events, followed by Brooklyn (35), the Bronx (26), and Queens (21). He made few appearances in City Council chambers and other traditional political arenas. At the mayor's home, Gracie Mansion, there were no press conferences. Instead, Mamdani hosted 10 cultural receptions, pickup soccer games, and religious celebrations.

At a time when C-suite bigwigs are delivering bad news via canned memo, and politicians are mediating their message through glossy election mailers, dozens of political analysts, media strategists, historians, and people in the mayor's orbit say that Mamdani's man-about-town style stands out.

What makes Mamdani a lesson in charisma is his ability to combine four important factors: physical presence, personal authenticity, political messaging, and active participation, a review of his nearly first year shows.

He's able to be in on the joke — poking fun at his omnipresent suit by jumping into a pool, tie and all — while still getting his message across. They're a regular part of his schedule, rather than a surprise one-off that feels like it was cooked up by a communications staffer. It's not an easy balance to strike, but the mayor's in-person events lay out a road map for other leaders.

Showing up doesn't solve all problems, and nine months into his tenure, the mayor has met his fair share of critics. Glad-handing with a few CEOs and small business owners doesn't replace the need to attract investment from blue-chip companies and buzzy startups. Despite his push for affordability, he has yet to substantially lower residents' household bills.

But his supporters and critics agree that the mayor has a natural talent for connection, turning mundane events into meaningful moments with constituents. He fuses human connection and mass media to turn heads in the cutthroat attention economy. Whether it's cheering on the Knicks in the nosebleeds of Madison Square Garden or ordering an egg and cheese with jalapeño at a Queens bodega, Mamdani knows how to see and be seen.

Between a crammed row of treadmills and elliptical machines, Mamdani straightened his blazer and stepped up to the microphone. The East Village recreation center smelled like sweat, dust, and takeout coffee. Events like this one in early July, which touted new rules to make it easier for people to cancel subscriptions, are a signature way to promote his agenda. As the images circulated online, New Yorkers could imagine Mamdani on the rowing machine next to them, complaining about how hard it was to get out of a pesky membership.

All mayors go to ribbon-cutting ceremonies and attend parades. Mamdani's retail politics events also include everyday New Yorkers in everyday settings. He gave only a few keynote speeches this summer, but he found time to visit three senior centers, seven schools, and a soccer watch party at Rikers Island. A sentiment expressed by dozens of residents is that, regardless of their personal politics, they respect Mamdani for coming to their neighborhoods. One Central Park halal vendor says he feels like the mayor understands how pricey food can be these days. A Staten Islander who has met Mamdani — and filmed a video with him — was shocked that he could rattle off deep-cut Sri Lankan cricket trivia.

Debbie Saslaw runs the video production company Melted Solids alongside Anthony DiMieri. The pair are the brains — and lenses — behind some of Mamdani's viral videos. While much has been said about the mayor's knack for social media, Saslaw says his penchant for physical presence is crucial to making his short-form videos effective. Saslaw recalls a day early in the mayoral campaign when they visited a park to chat with picnickers. She figured no one would want to speak with an underdog candidate on what turned out to be a very rainy afternoon.

"People were honking out from their cars, and one guy waved from his apartment window," she tells me. "People were stopping their bikes — there was a bike pileup."

Moments like that become social media content: More than 80 in-person events this summer earned posts on the NYCMayor Instagram — largely photos and videos of Mamdani with regular people. Only a handful of posts were policy announcement graphics or highly produced mini-documentaries.

Some critics say the energy the mayor puts into engagement is a distracting gimmick that diverts attention from controversial policies or a lack of meaningful accomplishments. With hundreds of events over the summer, Mamdani's time to negotiate and pass policies within City Hall is limited. At least on the books, his schedule shows he met with local political leaders a handful of times between May and August. On the other hand, for all but 25 of 122 days, he attended at least one public event.

The city's business leaders, in particular, say Mamdani hasn't spent enough time learning from corporate advisors, economists, or local shop owners. Of Mamdani's 249 listed events, six were with CEOs or Wall Street execs, and only a few were with small business owners. By comparison, he met childcare and day care workers more than a dozen times. While former communications leaders for Bill de Blasio and Eric Adams say past mayors have also limited their time in boardrooms and offices ("their job is to be out there," one tells me), some small-business owners feel they're getting short shrift from Mamdani as well. A vendor near one of his planned city-owned grocery stores says she feels left out of the conversation, "You're going to spend all this money on building this new infrastructure, and the basic things that we have been asking for don't get done."

Those less convinced by Mamdani's tactics say the resources the Mayor's Office pours into communications are a smokescreen. Mark Jaffe, a founder of NYC's Multicultural Business Coalition who is suing the administration over its city-run grocery store initiative, says that while Mamdani "gets people's attention," the substance is coming up short.

"He knows the issues," Jaffe says. "He just doesn't come up with good plans that can actually solve them through jobs and capitalism."

Mamdani's propensity for kissing babies and waltzing into bars has both practical and historical grounding. As people spend more of their lives conversing with AI customer service bots, half-engaged with corporate Zoom meetings, and watching political attack ads between TV episodes, they're starving for more intimate, authentic connections. When C-suite leaders and politicians try to connect with people, it can yield limited success. Whether it's a fast-food CEO taking tiny bites out of a burger and calling it a "product," tech execs looking unconvincing as they sip beer, or politicians filming stilted selfie videos, attempts to add a personal touch through a mediated platform can leave people cold.

"We are, at our core, social creatures who need to connect, and we did not evolve to connect only digitally," Amy Edmondson, a professor of leadership and management at Harvard Business School, tells me.

Mamdani is trying to resurrect a bygone era for New York City politicians — with his own new-school sheen. Mayoral calendars aren't publicly posted, and changes in record keeping, news coverage, and technology make comparisons imperfect. But historians and communications directors under previous administrations say that recent mayors struggled with the perception of being distant from their constituents.

A longtime New Jersey homeowner, Eric Adams drew criticism for his international travel and trips to exclusive nightclubs. Michael Bloomberg's billionaire status made him less relatable to regular people, NYC historian Kevin Draper tells me, even when he made an effort to meet residents around town. Bill de Blasio had a Mamdani-esque focus on affordability but, based on his dismal approval ratings throughout his mayoralty, failed to connect on a personal level. Former communications directors for de Blasio and Adams say they both had their go-to outer-borough neighborhoods, but neither had Mamdani's widespread reach.

Timing was a factor: Those two leaders tended to work later into the night, whereas the current mayor makes stops around the city much earlier. Draper says youth is also a leg up that Mamdani has over his predecessors. My analysis shows that Mamdani attended at least one event on 97 of his 122 days this summer, averaging more than two per day, and a third of these were out in the community. On busy days, he made up to seven stops.

"He has had a longer honeymoon than any other mayor," José Bayona, who worked under the Adams and de Blasio administrations, says with a laugh. "I can tell you that."

Mamdani has said he emulates Depression-era Mayor Fiorello La Guardia, who launched an early version of city-owned stores and primarily focused messaging toward the working class with his "Talk with the People" radio program. He also evokes Ed Koch, the relatively moderate mayor who dominated the 1980s, who was known for strolling the streets and riding the train, asking residents, "How'm I doin'?" The style's lineage stretches back to the 19th century, when candidates and elected officials would drum up support by giving speeches and meeting the public in their saloons and town squares. Members of Tammany Hall, a highly corrupt but popular New York City political machine, focused on in-person interactions with the working class.

There are, of course, challenges to the mayor's attempts at everyman charisma. On a practical level, it's much harder for Mamdani to show up at a sports bar these days without serious planning and a security detail. And even with sharp messaging and the reputation for popping up in unexpected places, the complexities of policy rollout and city politics have slowed his attempts to transform New York.

Mamdani is early enough in his term that he can get away with having big plans that haven't been realized, riding high on a banner sports summer and pothole politics. But as he approaches his second year in office, his constant presence outside City Hall and prolific digital footprint could become more of a liability than an asset. As Edmondson puts it: "There's always a risk of disappointment when people believe that, in your back pocket, you have a magic wand."

Interactive graphic by Randy Yeip.