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  • Delta flight makes emergency landing after pilot says passenger tried to access cockpit

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    A Delta Air Lines flight from Houston to Atlanta made an emergency landing early Wednesday after a passenger tried to access the cockpit, the pilot told air traffic controllers.Delta flight 2557, a Boeing 717 aircraft, had just taken off from Houston’s Hobby Airport when the pilot declared an emergency. Eight-five passengers and five crew members were on board, according to Delta.“We had a passenger get up and try to access the cockpit,” the pilot can be heard in a radio recording with air traffic control captured by Broadcastify. “Can you coordinate and have security standing by?”After confirming the cockpit was secure, he requested police and paramedics meet the plane when it landed.“(He is) in cuffs in the back of the aircraft, but he did assault another passenger, so we would like that other passenger checked out,” the pilot told air traffic control.In 2025, there were 1,621 unruly passengers reported to the Federal Aviation Administration. So far, in 2026, there have been 126.Wednesday, the plane signaled an emergency using its transponder and landed back at Hobby Airport about 17 minutes after taking off. Emergency vehicles accompanied the plane to the gate.“They are coming to the gate. The police are there waiting,” an air traffic controller told emergency responders. “Follow the aircraft to the ramp.”Delta later told CNN that the passenger “approached crew and customers but did not make contact with or attempt to access the flight deck.”“The safety of our customers and crew is paramount, and Delta has zero tolerance for unruly behavior,” the airline said in a statement. “We apologize to our customers for this experience and delay in their travels.”The flight later took off again and arrived in Atlanta about 90 minutes behind schedule.The FAA is investigating the incident.

    A Delta Air Lines flight from Houston to Atlanta made an emergency landing early Wednesday after a passenger tried to access the cockpit, the pilot told air traffic controllers.

    Delta flight 2557, a Boeing 717 aircraft, had just taken off from Houston’s Hobby Airport when the pilot declared an emergency. Eight-five passengers and five crew members were on board, according to Delta.

    “We had a passenger get up and try to access the cockpit,” the pilot can be heard in a radio recording with air traffic control captured by Broadcastify. “Can you coordinate and have security standing by?”

    After confirming the cockpit was secure, he requested police and paramedics meet the plane when it landed.

    “(He is) in cuffs in the back of the aircraft, but he did assault another passenger, so we would like that other passenger checked out,” the pilot told air traffic control.

    In 2025, there were 1,621 unruly passengers reported to the Federal Aviation Administration. So far, in 2026, there have been 126.

    Wednesday, the plane signaled an emergency using its transponder and landed back at Hobby Airport about 17 minutes after taking off. Emergency vehicles accompanied the plane to the gate.

    “They are coming to the gate. The police are there waiting,” an air traffic controller told emergency responders. “Follow the aircraft to the ramp.”

    Delta later told CNN that the passenger “approached crew and customers but did not make contact with or attempt to access the flight deck.”

    “The safety of our customers and crew is paramount, and Delta has zero tolerance for unruly behavior,” the airline said in a statement. “We apologize to our customers for this experience and delay in their travels.”

    The flight later took off again and arrived in Atlanta about 90 minutes behind schedule.

    The FAA is investigating the incident.

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  • Train derailment causes large PG&E power outage in Stockton

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    A train derailment Monday morning led to an outage affecting as many as 17,000 Pacific Gas & Electric Co. customers in Stockton, authorities said.”At about 8 a.m. PST today, approximately three cars derailed in Union Pacific’s Stockton Rail Yard, knocking over a powerline, a statement from Union Pacific read. “No one was injured, and no hazardous material was involved. The utility company has been notified.”PG&E said 17,000 customers were initially without power. That number was down to 100 customers by 3:30 p.m. PG&E said it expected the majority of those customers to have their power restored by 5:30 p.m. There was a separate outage at or near the French Camp area affecting about 1,500 customers. The San Joaquin County Office of Emergency Services said the three cars that derailed released soybean oil. KCRA 3’s Maricela De La Cruz was at the scene, where a power tower appeared to be folded over. She noted that the power lines came down across Clayton Avenue and across nearby train tracks. A PG&E spokesperson told De La Cruz that crews need to ground the wires before final repairs are made. It’s not clear how long the repairs will take. See news happening? Send us your photos or videos if it’s safe to do so at kcra.com/upload.See more coverage of top California stories here | Download our app | Subscribe to our morning newsletter | Find us on YouTube here and subscribe to our channel

    A train derailment Monday morning led to an outage affecting as many as 17,000 Pacific Gas & Electric Co. customers in Stockton, authorities said.

    “At about 8 a.m. PST today, approximately three cars derailed in Union Pacific’s Stockton Rail Yard, knocking over a powerline, a statement from Union Pacific read. “No one was injured, and no hazardous material was involved. The utility company has been notified.”

    PG&E said 17,000 customers were initially without power.

    That number was down to 100 customers by 3:30 p.m. PG&E said it expected the majority of those customers to have their power restored by 5:30 p.m.

    This content is imported from Twitter.
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    There was a separate outage at or near the French Camp area affecting about 1,500 customers.

    The San Joaquin County Office of Emergency Services said the three cars that derailed released soybean oil.

    KCRA 3’s Maricela De La Cruz was at the scene, where a power tower appeared to be folded over. She noted that the power lines came down across Clayton Avenue and across nearby train tracks.

    A PG&E spokesperson told De La Cruz that crews need to ground the wires before final repairs are made.

    It’s not clear how long the repairs will take.

    See news happening? Send us your photos or videos if it’s safe to do so at kcra.com/upload.

    See more coverage of top California stories here | Download our app | Subscribe to our morning newsletter | Find us on YouTube here and subscribe to our channel

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  • Delta flight from Orlando diverted due to onboard odor

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    A Delta Air Lines flight from Orlando to Los Angeles was diverted to Tampa on Saturday after the crew detected an odor on board, the airline said.Delta flight DL504 made a precautionary landing at Tampa International Airport. The Airbus A321 was carrying 194 passengers and six crew members.”Customers will be accommodated on an alternate aircraft and will redepart for Los Angeles shortly,” Delta Air Lines said in a statement. “At Delta, the safety of our customers and crew comes before anything else, and we appreciate our customers’ patience.”

    A Delta Air Lines flight from Orlando to Los Angeles was diverted to Tampa on Saturday after the crew detected an odor on board, the airline said.

    Delta flight DL504 made a precautionary landing at Tampa International Airport. The Airbus A321 was carrying 194 passengers and six crew members.

    Courtesy of Delta Air Lines

    “Customers will be accommodated on an alternate aircraft and will redepart for Los Angeles shortly,” Delta Air Lines said in a statement. “At Delta, the safety of our customers and crew comes before anything else, and we appreciate our customers’ patience.”

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  • Avoid the After-Click Abyss

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    Marketers obsess over clicks. We A/B test headlines, refine creative, and squeeze every cent of ROI from media budgets. Yet, most performance collapses right after the click. That invisible drop-off.

    The after-click abyss is where customers vanish into a maze of embedded browsers, login walls, and broken attribution. You paid for the audience. But you lost the customer.

    The problem isn’t your ad copy or landing page speed. It’s the fragmentation of mobile itself. This challenge isn’t new. I previously explored how smart links became a way to restore continuity across splintered mobile experiences, work that now feels like an early warning for the scale of what marketers face today.

    Every major app, Instagram, TikTok, Facebook, and even email clients, now act as their own mini browsers. Each has isolated cookie storage and no referral data.

    To your analytics platform, that means one customer suddenly looks like five different people: one in Safari, one in Facebook, one in TikTok, one in Gmail. To your customer, it feels like starting over with every tap.

    When a shopper clicks an Instagram ad and lands inside Instagram’s in-app browser, that session doesn’t recognize her login or past purchases. She’s asked to sign in again. Friction wins, thus you lose.

    Or a text message link opens in the wrong browser (outside your brand’s app) where tracking breaks and attribution disappears. The conversion may still happen, but it’s logged as “organic.” Multiply that blind spot across millions of sessions, and your performance data becomes fiction.

    Where journeys quietly break

    Most “broken journeys” aren’t technical failures; they’re context failures.

    • A QR code leads to a generic country-selector page instead of a localized offer.
    • A paid social link opens in a sandboxed browser that can’t recognize prior behavior.
    • A remarketing ad drives a user into a duplicate session that analytics can’t connect.

    Each tiny misfire adds friction, erodes trust, and drains return on ad spend. According to Accenture’s 2025 Me, my brand, and AI report, 34 percent of consumers want to feel special, and would switch from a preferred brand to another that does this. Those who experience emotionally engaging interactions are 2.3 times more likely to recommend the brand and 1.7 times more willing to pay a premium. When post-click continuity breaks, so does that sense of connection, and with it, the loyalty that drives long-term value.

    The cost of invisible friction

    These quiet leaks rarely make headlines, yet they siphon billions in abandoned carts and lost conversions annually. They distort ROI calculations, mislead media allocation, and mask high-performing channels that never get credit.

    Worse, they erode digital trust. A customer who must log in twice or reconfirm preferences doesn’t feel “recognized;” they feel unknown. In an age when attention is currency, that’s an expensive first impression to waste.

    Most marketers never see it because analytics dashboards stop at the click. The data looks healthy, traffic steady, yet conversion rates are “average.” Beneath the surface, embedded app browsers and cookie silos prevent your measurement tools from seeing where people actually drop off.

    Close the abyss with intelligent linking

    The solution begins before the landing page, at the link itself.

    Smart, context-aware links detect device, browser, and app ownership in real time, then route each user to the most seamless destination:

    • Opening the right screen in your mobile app
    • Bypassing redundant logins
    • Localizing language and currency automatically

    These intelligent links capture metadata that traditional analytics miss, such as which app or embedded browser drove the click, which country or language was used, and whether the visitor opened a native app or web view.

    Suddenly, marketers regain the missing visibility. Campaigns can be optimized for the after-click experience, not just the pre-click audience.

    Smart linking doesn’t replace your stack, it strengthens it. It turns the humble hyperlink into a dynamic bridge—one that closes the gap between platforms, browsers, and customer intent.

    A ten-minute audit for marketers

    If you suspect an after-click abyss in your funnel, run this simple diagnostic:

    In today’s splintered mobile landscape, the only consistent signal left is the link itself. It’s the thread that ties the ad impression to the conversion, the audience to the outcome.

    Marketers who master the after-click experience aren’t just improving UX, they’re reclaiming lost revenue, restoring measurement integrity, and rebuilding customer trust.

    Because in the end, performance marketing isn’t about getting the click. It’s about ensuring every click counts.

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    Brian Klais

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  • California, other states file suit to prevent shutdown of federal consumer agency

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    California joined 20 other states and the District of Columbia on Monday in a lawsuit that seeks to prevent the federal Consumer Financial Protection Bureau from being defunded and closed by the Trump administration.

    The legal action filed in U.S. District Court in Eugene, Ore., by the Democratic attorneys general accuses Acting Director Russell Vought of trying to illegally withhold funds from the agency by unlawfully interpreting its funding statute. Also named as defendants are the agency itself and the Federal Reserve’s Board of Governors.

    “For California, the CFPB has been an invaluable enforcement partner, working hand in hand with our office to protect pocketbooks and stop unfair business practices. But once again, the Trump administration is trying to weaken and ultimately dismantle the CFPB,” California Atty. Gen. Rob Bonta said in a news conference to announce the 41-page legal action.

    The lawsuit asserts that the agency is crucial for states to carry out their own consumer protection mission and that its closure would deprive them of their statutorily guaranteed access to a database run by the bureau that tracks millions of consumer complaints, as well as to other data.

    The agency did not immediately respond to a request for comment about the lawsuit, led by Bonta and the attorneys general from Oregon, New York, New Jersey and Colorado.

    Established by Congress in 2010 after the subprime mortgage abuses that gave rise to the financial crisis, the agency is funded by the Federal Reserve as a method of insulating it from political pressure.

    The Dodd-Frank Act statute requires the agency’s director to petition for a reasonable amount of funding to carry out the CFPB’s duties from the “combined earnings” of the Federal Reserve System.

    Before this year, that was interpreted to mean the Federal Reserve’s gross revenue. But an opinion from the Department of Justice claims that should be interpreted to mean the Federal Reserve’s profits, of which it has none, because it has been operating at a loss since 2022. The lawsuit alleges the interpretation is bogus.

    “Defendant Russell T. Vought has worked tirelessly to terminate the CFPB’s operations by any means necessary — denying Plaintiffs access to CFPB resources to which they are statutorily entitled. In this action, Plaintiffs challenge Defendant Vought’s most recent effort to do so,” the federal lawsuit states.

    The complaint alleges the agency will run out of cash by next month if the policy is not reversed. Bonta said he and other attorney generals have not decided whether they will seek a restraining order or temporary injunction to change the new funding policy.

    Before the second Trump administraition, the CPFB boasted of returning nearly $21 billion to consumers nationwide through enforcement actions, including against Wells Fargo in San Francisco over a scandal involving the creation of accounts never sought by customers.

    Other big cases have been brought against student loan servicer Navient for mishandling payments and other issues, as well as Toyota Motor Credit for charging higher interest rates to Black and Asian customers.

    However, this year the agency has dropped notable cases. It terminated early a consent order reached with Citibank over allegations it discriminated against customers with Armenian surnames in Los Angeles County.

    It also dropped a lawsuit against Zelle that accused Wells Fargo, JPMorgan Chase, Bank of America and other banks of rushing the payment app into service, leading to $870 million in fraud-related losses by users. The app denied the allegations.

    Vought was a chief architect of Project 2025, a Heritage Foundation blueprint to reduce the size and power of the federal bureaucracy during a second Trump administration. In February, he ordered the agency to stop nearly all its work and has been seeking to drastically downsize it since.

    The lawsuit filed Monday is the latest legal effort to keep the agency in business.

    A lawsuit filed in February by National Treasury Employees Union and consumer groups accuses the Trump administration and Vought of attempting to unconstitutionally abolish the agency, created by an act of Congress.

    “It is deflating, and it is unfortunate that Congress is not defending the power of the purse,” Colorado Atty. Gen. Philip Weiser said during Monday’s news conference.

    “At other times, Congress vigilantly safeguarded its authority, but because of political polarization and fear of criticizing this President, the Congress is not doing it,” he said.

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    Laurence Darmiento

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  • Reduce Turnover Costs the Smart Way

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    Smart landlords know that the best way to protect and improve their bottom line is to reduce one of the biggest hidden expenses of running a rental business—turnover. Instead of waiting until a lease is about to expire, savvy landlords are proactive. They focus on building loyalty with renters year-round. That leads to less friction, steadier income, and (just as importantly) happier tenants who see their rental as a home, rather than a short-term stop.

    I’ve observed the habits of some of the most successful landlords using the RentRedi platform, particularly those who have successfully retained more than 40 long-term tenants over the past several years. Here are five of their best practices for reducing turnover.

    1. Proactive communication

    Successful landlords are good at continually keeping conversations going with consistent, open communication. Instead of waiting until the last month of a lease to check in with tenants, they routinely make contact and build relationships.

    To lighten their workload while keeping lines of communication open with tenants, savvy landlords use technology to automate reminders about recurring tasks such as rent, late fees, and regular maintenance.

    Kreate Hub founder and CEO Dan Herdoon, a RentRedi real estate investor using our platform who has more than 50 long-term renters, confirms that “rent reminders are especially helpful for our tenants, and also give us, as the landlord, assurance that payments will be submitted on time.”

    This proactive approach makes tenants feel heard and surfaces small issues early, before they become bigger problems. That’s why successful landlords are employing good communication habits to reduce friction that can lead to turnover, while ensuring a more reliable cash flow.

    A TransUnion report found that 84 percent of renters said their credit scores improved after having their on-time rent payments reported to credit bureaus. Meanwhile, our internal data reveals that renters are 13 percent more likely to pay rent on time when using our Credit Boost feature.

    Together, these numbers show that offering ways to help tenants improve their financial health encourages them to become more invested in turning a monthly expense into financial progress. Successful landlords make renting feel like it’s contributing to a tenant’s long-term stability. Without that sense of progress, tenants can feel stuck and start searching for better opportunities.

    4. Leverage technology for convenience

    Technology is reshaping the rental experience, and smart landlords are embracing it by adopting intelligent platforms that offer mobile rent payments, digital maintenance requests, and online messaging. By automating and centralizing operations, they are creating successful rental businesses that remove friction and match the convenience tenants expect in all parts of their lives.

    While Herdoon sees automatic payments and recurring payments as the tech features his tenants value most, he also emphasizes that the mobile-first experience is key: “The majority of our tenants use their mobile phone as their primary communication device, making mobile payments ideal. We’ve had numerous instances where a prospective tenant was completely relaxed the minute they learned rent could not only be paid online, but through a user-friendly app on their phone.”

    Without tools like automatic, recurring, and mobile rent payments, even the simple task of paying rent feels outdated, potentially making a move elsewhere more tempting.

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    Ryan Barone

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  • Rising concerns prompt Daytona beachside businesses to seek stronger security

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    Business owners on Daytona’s beachside say safety concerns have become a daily challenge, and they are calling for help. Managers and employees along the busy corridor report frequent disruptions tied to people experiencing homelessness, including panhandling and confrontations with customers.Patricia Williams-Fay, manager of the Starlite Diner, said the issue is affecting business.”They come in at times, and they’ll harass our customers,” she said. “Panhandle in the building, panhandle out front. And as much as we would like to be able to give them whatever they want, we can’t afford to do that.”As concerns grow, the Beachside Redevelopment Board is weighing whether to add dedicated patrols throughout the district. In fact, the city’s Beachside Redevelopment Board, which acts like an advisory board, said there needs to be a change.Board members previously requested a quote from First Coast Security, the same company that patrols Beach Street. But because the Beachside area is significantly larger, foot patrols like those used on Beach Street are not practical. Instead, two alternative options were presented.Golf cart patrol costing $135,000 per year, operating Monday through Saturday, and vehicle patrol costing $148,000 annually, with the same schedule.The city is also exploring the option of hiring a detail police officer, though the cost has not yet been determined. Thomas Caffrey, a board member, said a foot patrol may not be necessary on Main Street, but the Beachside and A1A boardwalk corridor, especially the boardwalk, would benefit from one. Other board members said they support the golf cart option.Caffrey said the board will decide Wednesday night whether to recommend private security or a dedicated police officer, noting that private security would guarantee consistent coverage.”The hired security is nice because they are guaranteed to be there. If we get a police officer, there is a chance it could be called outside of the district.”The proposed patrol zone would begin on Seabreeze Boulevard and run south to International Speedway Boulevard.Business owners say increased security presence could make a major difference. Still, Williams-Fay said efforts should also focus on getting people experiencing homelessness the help they need.”I think that it would be a good idea that this force, whatever they put over here, can take them to the hospital to wherever they need to go to get help, you know,” she said.”The board’s recommendation will move next to city staff, and they’ll decide whether to present it to the Daytona Beach City Commission for further consideration.

    Business owners on Daytona’s beachside say safety concerns have become a daily challenge, and they are calling for help.

    Managers and employees along the busy corridor report frequent disruptions tied to people experiencing homelessness, including panhandling and confrontations with customers.

    Patricia Williams-Fay, manager of the Starlite Diner, said the issue is affecting business.

    “They come in at times, and they’ll harass our customers,” she said. “Panhandle in the building, panhandle out front. And as much as we would like to be able to give them whatever they want, we can’t afford to do that.”

    As concerns grow, the Beachside Redevelopment Board is weighing whether to add dedicated patrols throughout the district.

    In fact, the city’s Beachside Redevelopment Board, which acts like an advisory board, said there needs to be a change.

    Board members previously requested a quote from First Coast Security, the same company that patrols Beach Street. But because the Beachside area is significantly larger, foot patrols like those used on Beach Street are not practical. Instead, two alternative options were presented.

    Golf cart patrol costing $135,000 per year, operating Monday through Saturday, and vehicle patrol costing $148,000 annually, with the same schedule.

    The city is also exploring the option of hiring a detail police officer, though the cost has not yet been determined.

    Thomas Caffrey, a board member, said a foot patrol may not be necessary on Main Street, but the Beachside and A1A boardwalk corridor, especially the boardwalk, would benefit from one. Other board members said they support the golf cart option.

    Caffrey said the board will decide Wednesday night whether to recommend private security or a dedicated police officer, noting that private security would guarantee consistent coverage.

    “The hired security is nice because they are guaranteed to be there. If we get a police officer, there is a chance it could be called outside of the district.”

    The proposed patrol zone would begin on Seabreeze Boulevard and run south to International Speedway Boulevard.

    Business owners say increased security presence could make a major difference. Still, Williams-Fay said efforts should also focus on getting people experiencing homelessness the help they need.

    “I think that it would be a good idea that this force, whatever they put over here, can take them to the hospital to wherever they need to go to get help, you know,” she said.”

    The board’s recommendation will move next to city staff, and they’ll decide whether to present it to the Daytona Beach City Commission for further consideration.

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  • New Text to 911 service allows you to reach help without cell reception. Here’s how it works

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    Have you ever been in or traveling through an area where there is no or low traditional cell service and thought, “What if I had an emergency and needed to call 911?”Now, because of a well-known cell service provider’s connection to a popular network of satellites, there’s a solution when you have an emergency and are off the grid and out of reach of a terrestrial cell tower’s signal.Related video above: A different new piece of technology helps guide rescuers to woman stuck in swampThe service is called Text to 911, and its availability is all thanks to T-Mobile’s new T-Satellite with Starlink, a service that, according to a recent release from the mobile carrier, was rolled out in July and connects compatible phones to an array of Starlink satellites orbiting the Earth.But if you’re not a T-Mobile customer, don’t fret. You don’t need to be a subscriber of the provider to use Text to 911. The service is available to anyone in the U.S. who has a compatible, satellite-capable iPhone or Android phone, and is designed to work anywhere in the 500,000 square miles of the U.S. not reached by traditional cell towers.That means even customers of providers like AT&T and Verizon can sign up for Text to 911.How to sign up for and use Text to 911While the service is free to use, non-T-Mobile customers are required to sign up in advance to use Text to 911. That can be done on the company’s website. The company said T-Mobile customers can add the service under “Manage Data & Add-Ons’” in their account or in T-Life. You don’t need to take any special action to use Text to 911. The mobile provider says that all you need is a view of the sky, and that using the service is just like sending a normal text message. All you need to do is enter a message on your phone’s native messaging app and enter 911 in the number field. From there, all you’ll need to do is hit “send.”While some areas around the U.S. already have the ability to text 911, this new service allows users to do so even when they can’t get reception from a traditional cell tower. If that’s the case, Text to 911 finds you a signal from a satellite up in space.The company said it “was a no-brainer” to make Text to 911 available and free for any person who enrolls and has a compatible phone.“There’s a good chance you’ve had that moment in your life at some point. Badly rolled ankle deep into a backcountry hike. Stuck in a tree well while skiing. Flat tire on a backcountry road. Or a million other situations that require access to emergency services in a place without cell service. It’s an absolutely terrifying feeling that we don’t want anyone to have ever again,” Mike Katz, president of marketing, strategy and products for T-Mobile, said in announcing the availability of Text to 911 on Nov. 5.

    Have you ever been in or traveling through an area where there is no or low traditional cell service and thought, “What if I had an emergency and needed to call 911?”

    Now, because of a well-known cell service provider’s connection to a popular network of satellites, there’s a solution when you have an emergency and are off the grid and out of reach of a terrestrial cell tower’s signal.

    Related video above: A different new piece of technology helps guide rescuers to woman stuck in swamp

    The service is called Text to 911, and its availability is all thanks to T-Mobile’s new T-Satellite with Starlink, a service that, according to a recent release from the mobile carrier, was rolled out in July and connects compatible phones to an array of Starlink satellites orbiting the Earth.

    But if you’re not a T-Mobile customer, don’t fret. You don’t need to be a subscriber of the provider to use Text to 911.

    The service is available to anyone in the U.S. who has a compatible, satellite-capable iPhone or Android phone, and is designed to work anywhere in the 500,000 square miles of the U.S. not reached by traditional cell towers.

    That means even customers of providers like AT&T and Verizon can sign up for Text to 911.

    How to sign up for and use Text to 911

    While the service is free to use, non-T-Mobile customers are required to sign up in advance to use Text to 911. That can be done on the company’s website. The company said T-Mobile customers can add the service under “Manage Data & Add-Ons’” in their account or in T-Life.

    You don’t need to take any special action to use Text to 911. The mobile provider says that all you need is a view of the sky, and that using the service is just like sending a normal text message. All you need to do is enter a message on your phone’s native messaging app and enter 911 in the number field. From there, all you’ll need to do is hit “send.”

    While some areas around the U.S. already have the ability to text 911, this new service allows users to do so even when they can’t get reception from a traditional cell tower. If that’s the case, Text to 911 finds you a signal from a satellite up in space.

    The company said it “was a no-brainer” to make Text to 911 available and free for any person who enrolls and has a compatible phone.

    “There’s a good chance you’ve had that moment in your life at some point. Badly rolled ankle deep into a backcountry hike. Stuck in a tree well while skiing. Flat tire on a backcountry road. Or a million other situations that require access to emergency services in a place without cell service. It’s an absolutely terrifying feeling that we don’t want anyone to have ever again,” Mike Katz, president of marketing, strategy and products for T-Mobile, said in announcing the availability of Text to 911 on Nov. 5.

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  • Widespread power outage temporarily impacts more than 30,000 LADWP customers across L.A.

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    More than 30,000 Los Angeles Department of Water and Power customers temporarily lost power Saturday after a widespread outage affected several parts of the city, according to the utility.

    The power loss occurred at about 12:55 p.m., impacting customers in Koreatown, Arlington Heights, Leimert Park, Palms and adjacent areas, an LADWP spokesperson said. LADWP began working on the issue at 1:30 p.m., and as of 4 p.m. power had been fully restored to all areas.

    The cause of the power outage remains under investigation.

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    Kailyn Brown

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  • SMUD plans new substation in the Railyards to meet Sacramento’s growing energy needs

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    SMUD plans new substation in the Railyards to meet Sacramento’s growing energy needs

    EDUCATION STUDENTS DEPEND ON CALFRESH BENEFITS. WELL, IF MAJOR DEVELOPMENTS HAPPENING IN THE SACRAMENTO RAILYARDS, MORE CONSTRUCTION ON THE WAY, AND SMUD WILL BE STARTING ITS OWN NEW PROJECT TO KEEP UP WITH DEMAND, THE TEAM IS WORKING ON A NEW SUBSTATION, JUST ONE OF HUNDREDS IN THE CITY THAT SMUD USES TO KEEP THE LIGHTS ON FOR ITS CUSTOMERS, AND SMUD GAVE KCRA THREE AN EXCLUSIVE BEHIND THE SCENES LOOK AT HOW THE COMPANY SAYS IT’S TRYING TO STAY AHEAD OF THE EVER CHANGING ELECTRICAL NEEDS. HERE. OBVIOUSLY, TECHNOLOGY IS CHANGING, POPULATION IS CHANGING. HOW DIFFICULT IS IT TO KEEP UP? WELL, WE PLAN IN 20 YEAR CYCLES, SO I DON’T WANT TO IMPLY THAT IT’S EASY, BUT WE GET WAY, WAY AHEAD OF IT, SMUD SAYS ITS ONE SUBSTATION COULD SERVE MORE THAN 10,000 CUSTOMERS, BUT THERE ARE ALSO SUBSTATIONS YOU DON’T SEE, LIKE THE ONES THAT ARE ACTUALLY BELOW GROUND. AND COMING UP TONIGHT AT 11, SMUD IS GOING TO TAKE US UNDER THE SACRAMENTO CITY STREETS TO SHOW US HOW THE UNDERGROUND SYSTEM WORKS AND HOW THEY’RE TRYING TO KEEP CUSTOMERS BILLS

    SMUD plans new substation in the Railyards to meet Sacramento’s growing energy needs

    Updated: 6:24 PM PDT Oct 30, 2025

    Editorial Standards

    SMUD is planning to build a new substation in Sacramento’s downtown railyards to keep up with the city’s growing energy needs. The substation, planned for later this year, is one of hundreds that SMUD uses to maintain electricity for its customers. Frankie McDermott, SMUD’s chief operating officer, said the utility plans in 20-year cycles to keep up with anticipated electrical demands. SMUD says one substation can serve more than 10,000 customers, but there are also substations you don’t see, such as ones below ground. Coming up Thursday at 11 p.m., SMUD will take viewers under Sacramento city streets to show how its underground system works and how the utility is trying to keep bills low. Watch on KCRA 3. See more coverage of top California stories here | Download our app | Subscribe to our morning newsletter | Find us on YouTube here and subscribe to our channel

    SMUD is planning to build a new substation in Sacramento’s downtown railyards to keep up with the city’s growing energy needs.

    The substation, planned for later this year, is one of hundreds that SMUD uses to maintain electricity for its customers.

    Frankie McDermott, SMUD’s chief operating officer, said the utility plans in 20-year cycles to keep up with anticipated electrical demands.

    SMUD says one substation can serve more than 10,000 customers, but there are also substations you don’t see, such as ones below ground.

    Coming up Thursday at 11 p.m., SMUD will take viewers under Sacramento city streets to show how its underground system works and how the utility is trying to keep bills low. Watch on KCRA 3.

    See more coverage of top California stories here | Download our app | Subscribe to our morning newsletter | Find us on YouTube here and subscribe to our channel

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  • 4-Step Strategy for Raising Prices Without Losing Customers

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    Your latest invoice just landed. Coffee cups are more expensive, potato chips are more expensive, and even paper bags have increased in price. You know you can’t absorb these costs forever, but the thought of changing price tags makes your stomach churn.

    Independent retailers across many markets are reporting that wholesale costs are rising faster than they can reflect at the register. For example, our industry commentary notes that wholesale input prices outpaced retail price growth during inflation peaks. In this environment, a strategic approach can help you protect your margins while maintaining customer trust and confidence. Here are four ways to do that.

    Step 1: Conduct a “product autopsy”

    Before changing any sticker prices, review your inventory and determine which products to prioritize, which to promote, and which to reevaluate.

    First, identify your KVIs (key value items). These are items customers know well (a soda, a staple snack, or a basic grocery item). Because customers often recall those prices, changes here tend to generate the most pushback.

    Second, look for your margin heroes. These are items with sufficient pricing flexibility to absorb moderate cost increases. Products like coffee, prepared foods, and signature items often fall into this category.

    Third, find your weak links. If a product has thin margins and customers are price-sensitive, rising costs may prompt you to renegotiate supplier terms or discontinue that item.

    Another approach: Bundle to add perceived value. Research on bundling shows that consumers often accept bundled products more readily than individually marked-up items. You can use a “combo” offering to shift the focus from cost to benefit.

    A third tool is shrinkflation, but use it cautiously. Rather than dramatically cutting quality or size, a modest adjustment might work—but only if you maintain customer trust through consistency and transparency.

    Step 3: Over-communicate value

    Your price is just one factor that your customers consider. Service, atmosphere, and transparency all play a role in their decision.

    Keep your store clean, staff responsive, and checkout efficient. Excellent service helps justify moderate price adjustments. Be honest—use a simple script: “Our costs have increased, so we’ve made a small adjustment to maintain the quality you expect.” That’s not an apology; it’s an explanation.

    Use signage or micro storytelling (e.g. “locally roasted daily,” “made in house”) to emphasize why your offerings are worth the price. This helps shift the conversation from cost to value.

    Raising prices can feel uncomfortable—but it’s often necessary for survival. The retailers that thrive aren’t the ones who avoid change; they’re the ones who do it thoughtfully. They know which products to shield, which to adjust, and how to frame value beyond the sticker.

    Start by focusing on your margin heroes, test incremental adjustments, bundle creatively, and always communicate value. Your customers didn’t choose you solely for price—they chose you for the experience, the local touch, and the relationship that you offer. Protect those strengths while adjusting prices strategically, and you’ll support your margins and your reputation for years to come.

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    Elie Y. Katz

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  • Alaska Airlines grounds flights across the nation due to IT outage

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    Thousands of Americans hoping to get airborne found themselves stuck on the ground Thursday evening as Alaska Airlines experienced an IT outage that prevented any of its planes from taking off.

    “A temporary ground stop is in place,” the airline announced on social media at 4:20 p.m. “We apologize for the inconvenience. If you’re scheduled to fly tonight, please check your flight status before heading to the airport.”

    Seattle-Tacoma International Airport, where the carrier is based, reported 82 Alaska Airlines flight delays and 17 cancellations, according to Flight Aware. Los Angeles International Airport, meanwhile, reported eight Alaska Airlines flight delays and one cancellation.

    The outage marked the second time in recent months that IT issues prevented Alaska Airlines from flying. The airline grounded all flights for a three-hour period in July after a similar outage.

    As of 7 p.m. the outage remained in effect, and the airline said that it was actively working to restore operations. It did not provide any details on what was causing the tech problems.

    Customers have also reported problems with accessing the airline’s website and app.

    The airline flies to 40 destinations worldwide, including 37 states and 12 countries, according to its website.

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    Clara Harter

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  • Why you’re having a hard time getting a matcha latte around L.A.

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    The matcha drinks at Kin Bakeshop are so popular that some customers wait hours for their fix.

    The little Santa Barbara cafe was going through more than four pounds of the Japanese tea on its busiest days when it started getting tough to get a reliable supply.

    This summer, the matcha dealer called to say that after a decade of importing from Japan, she had been forced to start rationing supply. There was no longer enough of the potent powder for everyone.

    Kin Bakeshop found new supplies and hiked its prices, but the customers kept coming, said Tommy Chang, owner of the cafe.

    “It’s like the harder that it is to get your hands on it, the more people want it,” he said. “They just need their matcha. They’ll come here no matter what.”

    A growing thirst for matcha is roiling a delicate supply chain from Japanese tea farms to California’s cafes. The tea leaves are grown in the shade, specially processed and then stone-ground into the bright green, earthy powder used in drinks and desserts.

    Tea farm owner Masahiro Okutomi in Sayama, Japan, in June 2025.

    (Philip Fong / AFP/Getty Images)

    As matcha’s bold aesthetic and health benefits have taken social media and consumers by storm, Japanese production is under strain from an aging population and hotter climate. That’s sent prices surging, and businesses scrambling to secure supply.

    Exacerbating the problem is the fact that coffee shops are doubling and tripling down on their demand by heaping more matcha in drinks, said Lauren Purvis, who supplies Kin Bakeshop and other local cafes with tea and matcha. Traditionally, she has trained shops to use three grams of matcha in one serving, but recently she said some are using as many as nine grams, a fact that shocked her producers.

    “A lot of my producers are like, ‘We have never seen a moment like this in the history of Japanese tea,’” she said.

    Before the recent matcha boom, Japanese tea farmers were struggling to keep the industry alive. Younger Japanese have abandoned tea fields to work in cities and generally prefer coffee over tea. But signs of a shortage began to emerge in the summer last year as demand skyrocketed overseas.

    A wooden spoon pushes green powder through a sieve into a white bowl

    Barista Julia Peng sifts matcha powder for lattes at Kin Bakeshop on Oct. 21, 2025 in Santa Barbara. The store no longer uses matcha in desserts, reserving it for beverages due to a shortage.

    (Juliana Yamada / Los Angeles Times)

    Purvis, who founded Mizuba Tea Co. in 2013, first felt the effects in December. An order was months late because one of her usually reliable Japanese suppliers didn’t have enough of the specialized tins used to package the matcha.

    Then her producers told her that as much as 30% of their spring harvest was lost due to abnormally hot temperatures. When the tea leaves went up for auction in the summer, prices tripled.

    Those increases have started to hit U.S. consumers, who are facing an added cost due to 15% tariffs on imports from Japan.

    The Japan Tea Export Promotion Council has warned that shipments to the U.S. have been delayed by tariff processing. Some shipments have been stuck at customs and are at risk of being disposed of or sent back.

    “Tariffs are just the icing on the cake,” Purvis said. “Matcha is just going to get a lot more limited and a lot more expensive.”

    When Chang started Kin Bakeshop in 2020, he only needed a couple of bags per week. Now he buys them by the dozen, with extra orders whenever he can get it. After the first time the store ran out of matcha, he started keeping emergency stores, though those are often empty too.

    “I’m in shock that it’s happening,” he said.

    Matcha has taken over his menu. It now includes a strawberry matcha latte, black sesame matcha, and coconut matcha cloud.

    When he learned that the supply of his usual matcha was restricted, Chang decided to spend about $135 per pound, or 70% more, on a higher grade of matcha that was less prone to shortages.

    The store used to serve matcha desserts too, such as lemon yuzu mochi doughnuts dusted with matcha, but now saves the precious powder for beverages.

    A green-colored drink with a white-colored cream in a glass

    A matcha latte with whipped cream at Kin Bakeshop. Historically, the U.S. has been the largest consumer of Japanese tea.

    (Juliana Yamada / Los Angeles Times)

    Historically, the U.S. has been the largest consumer of Japanese tea. But as matcha demand has gone global, U.S. businesses are increasingly competing with buyers from Europe to the Middle East to Southeast Asia.

    The Japan Tea Export Promotion Council estimates that the total volume of tea exports increased by 154% in 2024 compared with a decade earlier. The U.S. went from accounting for 45% of exports to 32% in the same time frame.

    To meet market demand, the Japanese government has encouraged tea farmers to increase production of tencha, the tea used to make matcha, sometimes at the expense of other types of tea.

    Other countries such as China, Vietnam and South Korea are also growing more tencha. But new plants take years to cultivate, and suppliers said there is deep penchant among buyers for Japanese matcha, which is seen as the highest quality.

    The scarcity has prompted some businesses to resort to extreme measures. Purvis said one producer she works with had a stranger show up and refuse to leave without matcha.

    Jason Eng, who works in business development and partnerships for Kametani Tea in Nara, Japan, said buyers are asking to sign annual contracts to secure matcha for the following year.

    “Our buyers and partners overseas, they are all running dry, and they’re panicking,” he said. “Even new clients are asking for a ridiculous amount of tea. It’s completely unsustainable.”

    Luke Alcock, founder of Premium Health Japan, a matcha supplier in Uji — a city near Kyoto famous for its fine tea —said he’s gone from simply facilitating sales to buying and holding his own stock to ensure he can supply brands through next year’s harvest.

    Although about 40% of his clientele is in the U.S., he’s gotten increasing inquiries from the Middle East and Europe, even with rising prices.

    He’s also been careful to protect the privacy of his suppliers, since buyers are so eager to get more matcha.

    He’s also been careful to protect the privacy of his suppliers, since buyers are so eager to get more matcha. One customer requested the contact information of a manufacturer, which Alcock assumed was for customs clearance. That customer then used the details to reach out to his supplier and do business directly.

    “People are just ruthless,” he said. “We’re still seeing how the market reacts, but it’s showing that people are going to keep buying.”

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    Stephanie Yang

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  • Warby Parker Co-Founder, Jeff Raider, Highlights the Uphill Journey to Building Brand Loyalty

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    On a recent episode of The Big Idea from Yahoo Finance, I sat down with Jeff Raider, co-founder of Warby Parker and now co-founder and co-CEO of Mammoth Brands, which includes Harry’s Razors, Lume, and Flamingo. Raider has built some of the most recognizable consumer companies of the last decade, with a track record of creating trustworthy brands that positively impact people’s lives. Our conversation focused on one of the most critical challenges for entrepreneurs—creating brand loyalty. 

    Why loyalty matters 

    Data proves why the challenge of creating brand loyalty is so urgent. According to Bain & Company, increasing customer retention by just five percent can boost profits by as much as 95 percent. Also, a PwC report shows that 93 percent of business executives assert that building and maintaining trust improves the bottom line. These numbers underline the point that loyalty is not just a “feel good” metric but a critical driver of business value. 

    Building loyalty from the start 

    Raider’s advice to aspiring entrepreneurs is to, “Create a product that is unique, different, and better in some way, and make it easy to explain.” 

    Raider and his co-founders approached Harry’s as a subscription brand to establish recurring relationships with customers from day one. “I get to talk to customers all the time,” Raider said. “I love it, and I get to learn so much from them.” 

    That connection is what builds customer loyalty. For example, in the early days, customers said they wanted to hear the blade click into their razors. The Harry’s team listened and delivered that satisfying click. What is good for the customer is often what is good for the business, and direct feedback should inform product decisions.  

    Scaling without losing focus 

    Every entrepreneur makes mistakes along the way. Raider reflected on his “dirty unicorn” moment: moving too quickly into a major retailer without first establishing the kind of direct-to-consumer community that had guided his other brands. When Mammoth Brands was just getting started, they partnered with Walmart on a haircare line called Headquarters.  

    “We didn’t follow the playbook that we’d followed in our other brands, which is to start direct to consumer, talk to customers, learn from them, get everything perfect and then expand to retail,” Raider recalled.  

    The line wasn’t working as planned, and without a direct-to-consumer community it was harder to make the adjustments they wanted. Ultimately, they handed the brand to Walmart, whom Raider praises as a strong partner. He also expressed his goal to return later with brands that have proven success in the DTC space and are better positioned for the retail environment. 

    Raider’s advice for entrepreneurs is to build customer loyalty first, then expand into major distributors like Target and Walmart. That approach allows Mammoth Brands to manage growth while staying true to its mission of creating products people like more. 

    Beyond the product 

    Today, loyalty is not just about price and convenience. Raider described Harry’s mental health initiatives and why social impact is increasingly tied to brand affinity. In partnership with nonprofit organizations, Harry’s has helped two million men access mental health care and has donated more than $20 million dollars to support men’s mental health alongside Mammoth Brands. 

    Brand loyalty comes from trust, consistency, and a willingness to evolve with your customers. As Raider’s career shows, companies that prioritize loyalty from the beginning can build not only strong businesses, but enduring brands. 

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    Elizabeth Gore

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  • Bringing home the bacon: Lottery ticket sold at local butcher shop hits jackpot

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    Bringing home the bacon: Lottery ticket sold at butcher shop hits jackpot

    Army Service member Christopher Lehman just moved to Pittsburgh, and he got the warmest welcome he could imagine. He is now Western Pennsylvania’s newest lottery winner. And sure enough, it just kept rolling until I hit the jackpot, and then I went and told the wife, and of course she didn’t believe me. Christopher Lehman and his wife had just moved from New Hampshire to Beaver County back in May when he decided to see what the Pennsylvania lottery had to offer. It was like literally like *** $30.20 dollars. Thing and it’s like $5 spins and I was down to the last $5. I was like, oh, if I don’t win I don’t win. And it just hit. The Active duty service member wasn’t too surprised when he won $1.3 million. I’ve been in the military for 25 years, so I’ve done *** lot of different things like on deployments and everything else, so there’s obviously those really highs for that. And so like the excitement levels more of just *** OK, cool, because I didn’t see the money yet. I didn’t know if it was going to be real. That money in fact real and in the bank. So it went from the extremes of oh we should go buy these things we should. You know, buy this or that thing we should spend it on this. None of what we were really going to do, but it was nice to think about until the money hit and then we had to be adults. The 25 year service member decided it was best to be practical when spending the check. He paid off the house, bought *** new truck, and invested the life changing money. I mean, I think everybody should do that, you know, just grow the wealth and if you have kids, don’t have kids. Take care of your family. Covering Allegheny County in Pittsburgh, Ava Rash, Pittsburgh’s Action News 4.

    Bringing home the bacon: Lottery ticket sold at butcher shop hits jackpot

    Updated: 12:27 AM EDT Oct 17, 2025

    Editorial Standards

    A customer at a Pennsylvania butcher shop is bringing home the bacon after a big win in the Pennsylvania Lottery.Lottery officials said a Match 6 Lotto ticket that was sold at Joe’s Butcher Shop in Pitcairn, Pennsylvania, outside of Pittsburgh, hit the jackpot for $620,000.The lucky ticket matched all six numbers in the Oct. 14 drawing — 16, 25, 31, 34, 36, 44.The holder of the winning ticket has one year to claim the prize.A $5,000 bonus will go to the butcher shop on Broadway Boulevard for selling the ticket.

    A customer at a Pennsylvania butcher shop is bringing home the bacon after a big win in the Pennsylvania Lottery.

    Lottery officials said a Match 6 Lotto ticket that was sold at Joe’s Butcher Shop in Pitcairn, Pennsylvania, outside of Pittsburgh, hit the jackpot for $620,000.

    The lucky ticket matched all six numbers in the Oct. 14 drawing — 16, 25, 31, 34, 36, 44.

    The holder of the winning ticket has one year to claim the prize.

    A $5,000 bonus will go to the butcher shop on Broadway Boulevard for selling the ticket.

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  • 5 Ways Smart Landlords Manage More Units With Less Effort

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    Growth in real estate is often painted as a double-edged sword. On one hand, more units mean more revenue and greater portfolio value. On the other hand, every new property seems to multiply the late-night calls, rent collection headaches, and maintenance requests piling up faster than they can be handled. For many landlords, the idea of doubling their doors teeters between feeling like a life-changing opportunity and burnout waiting to happen.

    But the smartest landlords are opting out of manual, fragmented systems, and choosing to manage smarter. Instead of adding more spreadsheets, sticky notes, or staff hours, forward-thinking landlords are accomplishing more with less stress using automation, centralized dashboards, and data-driven insights that reveal not just what’s happening in their business, but why.

    I’ve seen this shift firsthand in the data flowing through our RentRedi platform. Smart investors are adopting intelligent systems that not only reduce day-to-day friction, but also enable them to grow sustainably, with the ability to expand their portfolios without expanding their stress.

    Work smarter, not harder

    When smart landlords automate processes, it creates a foundation of predictability for their business. For instance, renters who go through our automated tenant screening process submit rent earlier—17 days faster, on average—and are more likely to pay on time, with rates seven percentage points higher than those without screening.

    Additionally, growth-minded landlords automate tenant screening and maintenance coordination to save time while scaling reliably. Automating background, credit, and rental history checks reduces administrative work, minimizes human error, and facilitates faster, more informed leasing decisions. Likewise, centralized maintenance tools track work orders and vendor schedules in real time, reducing follow-ups and preventing small issues from translating into extra hours or operational headaches.

    2. Smart landlords centralize their operations

    Every rental business produces valuable information through rent payments, lease timelines, maintenance requests, and tenant communication. When doing things manually, this information is scattered across emails, texts, and bank statements, making it hard to use in any meaningful way.

    That’s why having organized, accessible data is so powerful. When all this activity is pulled into a single system, it stops being fragmented noise and starts becoming usable intelligence. Smart landlords leverage this data to spot trends—like a property with rising maintenance costs, or a tenant consistently paying late—and take action before those issues erode profitability.

    Instead of relying on gut instinct, growth-minded landlords approach their portfolio the way professional investors do, by using data to guide decisions. Tracking trends in late payments, lease renewals, or maintenance costs reveals which properties are performing well and which may need attention.

    By automating workflows, centralizing data, leveraging mobile tools, and treating information as a true business asset, savvy landlords expand portfolios while reducing their day-to-day burden. Smart landlords build a business that works as intelligently as they do.

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    Ryan Barone

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  • How to Revitalize a Brand

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    Quiz time! How many times has The Coca-Cola Company rebranded Coke? If you are old enough to remember the “New Coke” debacle, you know the answer is at least a few times. One of the most important lessons learned from that New Coke rebranding was the importance of listening to customers. Being ready to flex and meet customers’ expectations is one of the most important aspects of embarking on a new branding campaign.

    A more recent example is the Cracker Barrel controversy, from launching its new logo this summer. The public pushed back hard, and in a statement, the company admitted to the backlash. It promised to keep “testing, learning, and listening to our guests and employees.”

    I spoke with our Arch Painting chief marketing officer Peter Prodromou, who is also the brand architect of our residential, technology-enabled platform, Paintzen. We discussed the strategy and execution behind rebranding efforts. Essentially, how do you revitalize a brand?

    Q: When does a company know it is time to rebrand?

    Peter: Branding is the signature of companies and products. It’s a personality, an identity, and a market differentiator. But sometimes established, successful brands need a refresh. As the world changes, trends change. Technology comes into play and customer expectations change. It’s important that brands continue to be relevant and meet customers’ needs.

    Q: What are the first steps a company should take before rebranding?

    Peter: Research. Executives might have a hunch about branding, but undertaking an established brand’s revitalization can be risky. Cracker Barrel is currently living that lesson. Both the Cracker Barrel and Coke examples show that consumers have opinions and sometimes don’t like change. The New Coke controversy was also one of the early instances of customers exerting pressure publicly and en masse, to challenge a corporate branding decision. The success in undoing Coke’s decision is all the more impressive given this was in a pre-internet era, when organizing and pressure really required grass roots organizing and organic activation. I have worked with numerous brands over my career. Anytime I led a rebranding campaign, research—the kind that provides a deep understanding of consumer psychology—is the project’s lynchpin.

    For example, our company, Arch Painting, is an established paint contracting company with three decades of experience in the Boston area. We decided to rebrand the consumer, residential painting business, now known as Paintzen, as the company expands nationwide.

    Our research showed us that nearly 50 percent of millennials and Gen Xers, the two most prolific home buyer generations, prefer using automated technology to research, price, and book home improvements. But it was more than just the metrics. It was understanding the psychology of these cohorts’ purchasing preferences that fueled our strategy. Paintzen needed to meet those expectations. Backed by our technology platform, Zenify, Paintzen allows customers to price, book, and manage interior or exterior residential painting projects, with a quote in as little as five minutes and the ability to have a paint crew on location in as few as five days. We responded with a design that reflected the prevalent engagement preference for on-the-run mobile. By reflecting our customers’ busy lifestyles, we were able to design something we knew would work and, as a result, would be easier to brand.

    Q: How do you ensure a smooth transition to the new brand?

    Peter: Communication with our key stakeholders helped ensure a smooth transition. The executive team and board of directors wanted to ensure we were upholding the reputation and brand equity Arch Painting had established in the New England area.

    Our employees needed to understand why we were making the change, how it would impact their day-to-day jobs, and how we would speak to the new brand.

    Our customers were our most important stakeholder. We used a strategic mix of launching a new website, radio, and streaming media for brand visibility; direct mailers, email communication, and performance marketing for lead generation; and social media channels to let our customers know our new residential service name. But also to share that they could continue counting on the same customer service, attention to detail, technique mastery, and quality commitment.

    Revitalizing an established brand can be risky, but allowing your brand to stagnate, not meeting your customers’ needs and expectations, can be worse.

    If you are still wondering about Coke, The Coca-Cola Company has rebranded Coke more than 49 times, an excellent example of an established brand meeting its customers’ needs.

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    Richard Kilgannon

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  • Firefighters team up with Domino’s to deliver fire safety

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    CRIME STOPPERS. WELL, THEY’RE NOT JUST FIGHTING FIRES TODAY. THEY’RE DELIVERING PIZZA. DOMINO’S PIZZA TEAMS UP WITH THE PAPILLION FIRE DEPARTMENT TO PROMOTE FIRE SAFETY. KETV NEWSWATCH SEVEN’S PETE CUDDIHY WENT ON THE DELIVERY ROUTE AND FOUND OUT THEY WERE BRINGING MORE THAN JUST YOUR FAVORITE SLICE. WHEN CUSTOMERS IN PAPILLION ORDERED THEIR DOMINO’S TODAY, THEIR DELIVERY CAME WITH A SURPRISE VISIT FROM THE FIRE DEPARTMENT AND A CHECK ON THEIR SMOKE DETECTORS TO ENSURE THEIR SAFETY. A NORMAL DAY IN DOMINO’S KITCHEN IS FILLED WITH SPRINKLING GARLIC KNOTS WITH PARMESAN, CUTTING UP PIZZAS INTO SLICES AND FOLDING THEIR FAMOUS BOXES UP READY FOR DELIVERY. BUT SUNDAY WAS NO ORDINARY DAY FOR DOMINO’S PAPILLION STORE. THE PIZZA CHAIN TEAMED UP WITH THE PAPILLION FIRE DEPARTMENT FOR FIRE PREVENTION WEEK, ADDING A NEW VEHICLE TO THEIR DELIVERY TEAM. NOW FOLLOWING BEHIND THEIR FAMOUS DELIVERY CARS MARKED WITH THE RED AND BLUE GAME PIECE WAS A PAPILLION FIRE ENGINE TEAMED UP WITH DOMINO’S PIZZA THIS YEAR. TO CHECK RESIDENTS FOR SMOKE DETECTORS IF THEY HAVE WORKING SMOKE DETECTORS. CREDIT TO THEM, THEY GOT A FREE PIZZA WHILE EMPLOYEES IN THE KITCHEN PRESSED THE DOUGH AND LAID THE TOPPINGS. FIREFIGHTERS BRIAN O’SHEA AND TODD CREWS WAITED FOR THEIR MOMENT TO DELIVER CUSTOMERS ORDERS WITH A SIDE OF SAFETY. GIVE US ABOUT 15 MINUTES. WHEN EVERYTHING WAS BAGGED, IT WAS TIME FOR PAPILLION FIRE DEPARTMENT TO ROLL OUT. HI. HOW ARE YOU DOING TODAY? GOOD. HOW ARE YOU? NOT TOO BAD. IS THAT FOR YOU? THANK YOU. HELLO. HI. HOW ARE YOU? GOOD. JUST WANT TO MAKE SURE YOU HAVE A WORKING SMOKE DETECTOR. YEAH. FIRE THE DELIVERY. RESULTING IN A WIN WIN SCENARIO. WORKING ALARMS. IT’S GOOD. MEANING? FREE PIZZA FOR THE CUSTOMER. GREAT. THANK YOU. THANK YOU VERY MUCH. APPRECIATE IT. A POSITIVE DAY TEAM LEAD AT DOMINO’S JONATHAN GLENN IS HAPPY HE WAS A PART OF. I GREW UP HERE MY WHOLE LIFE, SO BEING ABLE TO GIVE BACK TO THE COMMUNITY YOU GREW UP IN IS ALWAYS SPECIAL. TO DO AN EVENT, REWARDING THE COMMUNITY FOR TAKING PRECAUTIONS. ONE FREE PIZZA AT A TIME. WE APPLAUD PEOPLE FOR TAKING STEPS TO MAKE SURE TO KEEP THEIR FAMILY AND THEIR HOMES SAFE. THE PAPILLION FIRE DEPARTMENT SAYS THAT IF YOU DON’T HAVE A WORKING SMOKE DETECTOR OR IF YOU NEED ONE REPLACED, YOU CAN CONTACT THE MAYOR’S HOTLINE AND THEY’LL COME OUT AND INSTALL ONE FOR YOU. REPORTING FROM PAPI

    Fire department in Nebraska teams up with Domino’s to deliver fire safety

    Updated: 1:50 AM EDT Oct 8, 2025

    Editorial Standards

    When customers in Papillion, Nebraska, ordered their Domino’s Sunday afternoon, their delivery came with a surprise visit from the Papillion Fire Department and a check on their smoke detectors to ensure their safety.A normal day in a Domino’s kitchen is filled with sprinkling garlic knots with parmesan, cutting up pizzas into slices, and folding their famous boxes up ready for delivery. But Sunday was no ordinary day for the Domino’s store in Papillion, which is a suburb of Omaha.The pizza chain teamed up with the Papillion Fire Department for Fire Prevention Week, adding a new vehicle to their delivery team. Now following behind their famous delivery cars — marked with the red and blue game piece — was a Papillion fire engine.”Teamed up with Domino’s Pizza this year to check residents for smoke detectors. If they have working smoke detectors, credit to them — they got a free pizza,” said Battalion Chief of Papillion Fire Department Brian Oshey.While employees in the kitchen pressed the dough and laid the toppings, firefighters Brian Oshey and Todd Groose waited for their moment to deliver customers’ orders with a side of safety. When orders were bagged, it was time for the Papillion Fire Department to roll out, knocking at the door with pizza in hand, ready to check the customer’s smoke alarms.The delivery resulted in a win-win scenario: working alarms meant free pizza for the customer — a positive day.Team lead at Domino’s, Jonathan Glynn, is happy he was a part of it.”I lived in Papillion my whole life, so doing this is really cool,” said team lead at Papillion Domino’s, Jonathan Glynn.Rewarding the community for taking precautions, Oshey said, “We applaud people for taking steps to make sure they’re keeping their family and their home safe.”

    When customers in Papillion, Nebraska, ordered their Domino’s Sunday afternoon, their delivery came with a surprise visit from the Papillion Fire Department and a check on their smoke detectors to ensure their safety.

    A normal day in a Domino’s kitchen is filled with sprinkling garlic knots with parmesan, cutting up pizzas into slices, and folding their famous boxes up ready for delivery. But Sunday was no ordinary day for the Domino’s store in Papillion, which is a suburb of Omaha.

    The pizza chain teamed up with the Papillion Fire Department for Fire Prevention Week, adding a new vehicle to their delivery team. Now following behind their famous delivery cars — marked with the red and blue game piece — was a Papillion fire engine.

    “Teamed up with Domino’s Pizza this year to check residents for smoke detectors. If they have working smoke detectors, credit to them — they got a free pizza,” said Battalion Chief of Papillion Fire Department Brian Oshey.

    While employees in the kitchen pressed the dough and laid the toppings, firefighters Brian Oshey and Todd Groose waited for their moment to deliver customers’ orders with a side of safety.

    When orders were bagged, it was time for the Papillion Fire Department to roll out, knocking at the door with pizza in hand, ready to check the customer’s smoke alarms.

    The delivery resulted in a win-win scenario: working alarms meant free pizza for the customer — a positive day.

    Team lead at Domino’s, Jonathan Glynn, is happy he was a part of it.

    “I lived in Papillion my whole life, so doing this is really cool,” said team lead at Papillion Domino’s, Jonathan Glynn.

    Rewarding the community for taking precautions, Oshey said, “We applaud people for taking steps to make sure they’re keeping their family and their home safe.”

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  • California consumers get surprise sticker shock ordering imports online

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    Every year, Ventura County resident Carlos Soto buys a Liverpool Football Club jersey for his son to celebrate the start of the soccer season. This year it was delivered with an additional bill of $107.

    “The UPS guy said he couldn’t release it unless I paid more,” said Soto, who owns the Historia Bakery Cafe in Thousand Oaks. “Until this tariff thing started, I’ve never, ever had a bill on top of my purchase.”

    Soto declined the payment and requested a refund for the jersey, which he bought from the team’s official website for around $150.

    Since President Trump reversed a decades-old tariff policy in August known as de minimis, online shoppers like Soto are sometimes getting hit with high, unexpected extra charges.

    De minimis used to allow goods valued at less than $800 to enter the country duty-free. The tariff exception applied to more than 1.30 billion packages sent to the U.S. from overseas in 2024, according to U.S. Customs and Border Protection.

    Social media is full of reports of individuals struggling with surprise bills for their deliveries. On Facebook and elsewhere, buyers are venting about hundreds of dollars due on mouse pads, makeup and bridesmaid dresses. One person on Reddit faced a $4,700 fee on a specialized desk chair from Bulgaria.

    While the new fees are often already baked into product prices, some goods land in America without the tariffs being paid. That’s when the person receiving the package is expected to fork over the difference.

    Package delivery companies have been scrambling to educate consumers about the new tariff regime, but still, some are surprised.

    UPS, FedEx and DHL have each posted frequently asked questions and resources online to support customers who may owe tariffs on their items. Large numbers of customers are calling with complaints or confusion when presented with unexpected bills — UPS said it is working through a backlog of brokerage-related issues.

    “Our brokerage services are designed to ensure shipments comply with regulations [and] pay necessary duties and taxes,” said UPS spokesperson Jim Mayer. “If the shipper or receiver have not paid these costs, UPS generates a bill so the shipment can be released by Customs and Border Protection.”

    Mark Hartlidge, a small package compliance manager at UPS, called the changes this year a “rollercoaster ride” in one webinar hosted for customers.

    “If you import anything to the United States, you most likely have been impacted,” he said in July. “These changes can be very difficult to understand.”

    While large companies and online retailers have the staff and infrastructure in place to make the transition smoothly, smaller businesses that export directly to the U.S. are sometimes failing to inform consumers about the extra costs and when they are due.

    Washington, D.C., resident David Herr, who restores classic cars, recently ordered an auto part from Belgium for about $200.

    “I knew I was going to have to pay some import fee, but I had no idea what it was going to be,” Herr said. “I didn’t know if that was included in the price, or if that was going to be collected by customs or somebody else.”

    When Herr’s package arrived via UPS, the delivery driver presented him with a hefty charge of $493.

    “It’s kind of awkward how the fees are collected,” he said. “There’s not a lot of clarity on who’s collecting them and where they’re going.”

    The popular fast fashion website Shein, which is based in Singapore, advertises a guarantee that the price at checkout is the final price for the product.

    “There’s lots of chatter about tariffs, but here’s why you don’t need to worry about paying anything extra after checkout,” the Shein website says.

    Temu, another low-cost online retailer that previously relied on de minimis, states on its website that for its customers, there are “no import charges for all local warehouse items and no extra charges upon delivery.”

    Meg Moore, an avid online shopper from the Chicago area, said she plans to change her shopping habits.

    She had her eye on the annual beauty product advent calendar from the London-based brand Liberty, which retails for $365, but decided against it due to the tariffs.

    “They’ll add at least $100 just to send it here,” she said.

    De minimis, which is Latin for something of little importance, dates to 1938 when Congress passed the exception to boost trade and save the time of inspecting and calculating taxes on every package.

    Lawmakers increased the duty-free threshold from $1 to $5 in 1990 and again to $200 in 1993. Under the most recent threshold of $800, the number of packages entering the U.S. duty-free had skyrocketed.

    Trump has called the rule a “scam” that weakens American businesses and allows dangerous goods to enter the country without oversight. Packages that claim the exemption are not inspected as thoroughly by U.S. Customs personnel.

    Trump ended the so-called loophole for goods sent from China in May before eliminating the practice for goods from all other nations in August. Documents and gifts under $100 are still exempt from import taxes.

    Soto in Thousand Oaks decided to search for a Liverpool jersey in California. But he’s still waiting for the refund on the jersey he sent back.

    “When it comes to politics and government, I’ve always kind of turned away from it,” he said. “But this time it actually hurt my pocket.”

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    Caroline Petrow-Cohen

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  • 6 Ways True Innovators Stress-Test Their Customer Assumptions

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    As a founder who built an Inc. 500 company and coached dozens of teams on innovation strategy, I’ve learned that the biggest innovation failures come from false confidence in customer understanding, not from lack of good ideas. My systems thinking background taught me that breakthrough innovations emerge when teams systematically challenge their own assumptions rather than trusting their expertise.

    The most successful innovation teams I’ve worked with share one trait: they’ve learned to be systematically suspicious of their own insights and use adversarial methods to stress-test customer assumptions before committing resources to solutions.

    1. Red team exercises

    Assign team members to actively attack your customer assumptions and innovation strategy from a competitor’s perspective. Create a dedicated session where half your team argues against your current customer understanding and proposed solutions, forcing examination of vulnerabilities you haven’t considered. This adversarial approach reveals blind spots that supportive brainstorming sessions miss completely. Have the red team identify which customer segments you’re ignoring, what needs you’re misunderstanding, and how competitors could exploit gaps in your customer knowledge. This exercise consistently uncovers assumption gaps that teams discover too late during market testing.

    2. Premortem analysis

    Before committing to innovation decisions, imagine your customer research and solution development has failed spectacularly and work backwards to identify what went wrong. Conduct systematic failure analysis by asking what customer assumptions would have to be false for your innovation to completely miss market needs. This reverse engineering of failure reveals hidden risks in your customer understanding that forward-looking analysis misses. Teams that regularly use premortem exercises identify customer assumption failures before they waste development resources, consistently avoiding innovation disasters that confident teams experience.

    3. Devil’s advocate rotation

    Systematically assign different team members to challenge each major customer assumption rather than having one person always play the negative role. Rotate the devil’s advocate responsibility across team members and customer insights, ensuring every assumption faces rigorous scrutiny from multiple perspectives. This prevents both assumption groupthink and advocate fatigue that occurs when one person always challenges ideas. Each team member takes turns arguing against specific customer insights, forcing deeper examination of evidence and alternative explanations for customer behavior patterns.

    4. Assumption stress testing

    Take each core belief about customers and deliberately test scenarios where it’s completely wrong, exploring what would be true if your fundamental customer understanding is false. Create systematic tests for your most confident customer insights by investigating contradictory evidence and alternative explanations for customer behavior. This approach reveals when teams are interpreting customer data to support existing beliefs rather than discovering genuine insights. Teams that regularly stress-test customer assumptions discover market opportunities that confident competitors miss because they never question their customer expertise.

    5. External perspective injection

    Bring in people from completely different industries and backgrounds to review your customer assumptions and challenge insights that seem obvious to your team. Use outsiders who don’t share your industry biases to examine customer research and question conclusions that insiders accept without scrutiny. This outside perspective consistently reveals customer insights and market opportunities that industry experts overlook due to shared assumptions about normal customer behavior. External reviewers ask questions that teams immersed in industry thinking never consider, uncovering customer needs hidden by professional expertise.

    6. Anonymous assumption audits

    Use anonymous surveys and feedback systems where team members can challenge customer insights and innovation directions without fear of social consequences or seeming negative. Create systematic processes for team members to question customer assumptions, research methodologies, and solution directions without revealing their identity. This approach encourages honest scrutiny of customer insights that team dynamics and social pressure typically suppress. Anonymous audits consistently reveal team concerns about customer understanding that never surface in group discussions, preventing innovation failures that confident group consensus creates.

    Teams that master systematic assumption challenging consistently discover breakthrough customer insights while competitors remain trapped by false confidence in their expertise. The competitive advantage comes from systematic doubt about customer understanding, not from better research methods or deeper industry knowledge.

    Action Items

    • Which customer assumptions would your team challenge if they could do so anonymously?
    • How might competitors exploit gaps in your current customer understanding?
    • What innovation failures could you prevent by systematically doubting your most confident customer insights?

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Bruce Eckfeldt

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