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From spacesuits to style icons: University of Delaware fashion grads make their mark on the industry
One of the best measures of a college program is where their alums land after graduation and beyond. In addition to the impressive list of soon-to-be degree holders who have already landed excellent jobs, the University of Delaware's fashion and apparel studies program can boast a roster of alums who now have prominent positions with some of the industry's most iconic companies as well as major retailers. Faculty at UD can talk about the materials that make up the proverbial fabric of their hidden gem of a program on the campus in Newark, Delaware. A quick snapshot of what some of the alums are up to: • Two students who have developed materials for space programs, including one who developed spacesuit textiles for future lunar missions. • A fashion merchandising graduate degree holder who now is a point person for sustainability at Tapestry, the home of iconic brands like Coach and Kate Spade. • High ranking executive at Target Brands. • An alum with a resume that includes Ralph Lauren and now Steve Madden. • Textile assistant with The Kasper Group, whose portfolio includes Nine West, Anne Klein, Kasper, Le Suit and Jones New York. Among this year's graduates is a star field hockey player from Argentina who landed a job at fashion retailer Moda Operandi; an award-winning student who will continue her pursuit of "changing the world" and making the fashion industry more sustainable as a graduate student at UD; and an entrepreneurship minor who paired her experience playing volleyball with design research that resulted in more comfortable apparel for athletes. To speak to one of these past or future graduates, contact mediarelations@udel.edu. Faculty from the program are also available for interviews: Huantian Cao, professor and department chair; Sheng Lu, professor and graduate director; and Brenda Shaffer, associate chair and undergraduate director.
Most companies around the world have a leader, whether that title is a President, CEO, or Founder. There’s almost always someone at the very top of a corporate food chain, and from that position down, the company is structured hierarchically, with multiple levels of leadership supervising other employees. It’s a structure with which most people in the working world are familiar, and it dates back as long as one can remember. The word itself—leader—dates back to as far as the 12th Century and is derived from the Old English word “laedere,” or one who leads. But in 2001, a group of software engineers developed the Agile Workflow Methodology, a project development process that puts a priority on egalitarian teamwork and individual independence in searching for solutions. A number of businesses are trying to embrace a flatter internal structure, like the agile workflow. But is it necessarily the best way to develop business processes? That’s the question posed by researchers, including Goizueta Business School’s Özgecan Koçak, associate professor of organization and management, and fellow researchers Daniel A. Levinthal and Phanish Puranam in their recently published paper on organizational hierarchies. “Realistically, we don’t see a lot of non-hierarchical organizations,” says Koçak. “But there is actually a big push to have less hierarchy in organizations.” Part of it is due to the demotivating effects of working in authoritarian workplaces. People don’t necessarily like to have a boss. We place value in being more egalitarian, more participatory. Özgecan Koçak, Associate Professor of Organization & Management “So there is some push to try and design organizations with flatter hierarchies. That is specifically so in the context of knowledge-based work, and especially in the context of discovery and search.” Decoding Organizational Dynamics While the idea of an egalitarian workplace is attractive to many people, Koçak and her colleagues wanted to know if, or when, hierarchies were actually beneficial to the health of organizations. They developed a computational agent-based model, or simulation, to explore the relationships between structures of influence and organizational adaptation. The groups in the simulation mimicked real business team structures and consisted of two types of teams. In the first type, one agent had influence over the beliefs of rest of the team. For the second type, no one individual had any influence over the beliefs of the team. The hierarchical team vs. the flat structured team. “When you do simulations, you want to make sure that your findings are robust to those kinds of things like the scale of the group, or the how fast the agents are learning and so forth,” says Koçak. What’s innovative about this particular simulation is that all the agents are learning from their environment. They are learning through trial and error. They are trying out different alternatives and finding out their value. Özgecan Koçak Koçak is very clear that the hierarchies in the simulation are not exactly like hierarchies in a business organization. Every agent was purposefully made to be the same without any difference in wisdom or knowledge. “It’s really nothing like the kinds of hierarchies you would see in organizations where there is somebody who has a corner office, or somebody who is has a management title, or somebody’s making more than the others. In the simulation, it’s nothing to do with those distributional aspects or control, and nobody has the ability to control what others do in (the simulation). All control comes through influence of beliefs.” Speed vs. Optimal Solutions What they found in the simulation was that while both teams solved the same problems presented to them, they achieved different results at different speeds. We find that hierarchical teams don’t necessarily find the best solution, but they find the good enough solution in the shorter term. So if you are looking at the really long term, crowds do better. The crowds where individuals are all learning separately, they find the best solution in the long run, even though they are not learning from each other. Özgecan Koçak Özgecan Koçak (pronounced as ohz-gay-john ko-chuck) is associate professor of Organization & Management at Emory University’s Goizueta Business School. She holds a Ph.D. in organizational behavior from the Graduate School of Business at Stanford University. For example, teams of scientists looking for cures or innovative treatments for diseases work best with a flat structure. Each individual works on their own timeline, with their own search methodologies. The team only comes together for status updates or to discuss their projects without necessarily getting influence or direction from colleagues. The long-term success of the result is more important in some cases than the speed at which they arrive to their conclusion. That won’t work for an organization that answers to a board of directors or shareholders. Such parties want to see rapid results that will quickly impact the bottom line of the company. This is why the agile methodology is not beneficial to large-scale corporations. Koçak says, “When you try to think about an entire organization, not just teams, it gets more complicated. If you have many people in an organization, you can’t have everybody just be on the same team. And then you have to worry about how to coordinate the efforts of multiple teams. That’s the big question for scaling up agile. We know that the agile methodology works pretty well at the team level. However, when firms try to scale it up applied to the entire organization, then you have more coordination problems. Özgecan Koçak “You need some way to coordinate the efforts with multiple teams.” The Catch: Compensation Makes a Difference The simulation did not take into account one of the biggest parts of a corporate hierarchical structure—incentives and reward. The teams in the simulation received no monetary compensation for their leadership or influence. That is not something that happens in real life. Koçak says, “If you built up an organization with just influence, you just say we’re not going to have any authority, and we’re not going to give anybody the right to control anybody else’s actions. If we’re not going to be rewarding anyone more than the other, there’s not going to be any marks of status, etc. We’re just going to have some people influence others more. I would guess that would automatically lead to a prestige hierarchy right away. The person with more influence, you would start respecting more.” It’s almost like we’re incapable of working in a flat society, because somebody always wants to be or naturally becomes a leader and an influencer whether they planned on it or not. Özgecan Koçak The paper concludes that both methodologies, with either hierarchical and flat organization of teams, reach their goals. They just arrive at different times with different end results. If an organization has the luxury of time and money, a flat, agile methodology organization might be the right structure for that company. However, even agile workflow needs some coordination, according to Koçak. “There are also some search tasks that require coordination. You can’t always be searching on your own independently of others. There are some situations in which search needs to be done in a coordinated fashion by more than one person in teams. That’s because many of the knowledge-based settings where we do discovery require some division of labor, some specialization by expertise.” Communication is Key The key to any successful workflow, whether it be agile or hierarchical, is coordination and communication. Looking back to the example of scientific researchers, Koçak said, “You have scientific teams working independently of one another without a common boss dictating what they do research on or how they do it. Instead, they explore and experiment on their own. They write up their results, share their results, and learn from each other, because they are in the long-term game. The goal is to find the truth, however long it takes. “But when you look closely at a scientific team where everybody’s exploring, there is still some need for coordination. A lot of that happens through communication, and a lot of times projects will have a lead. Not necessarily somebody who knows better than the others, but somebody who’s going to help with coordination.” The leaner, flatter organizational structures in businesses might be gaining popularity. This simulation done by Koçak and colleagues, however, shows that it isn’t a perfect fit for every company, Further, some form of hierarchical workflow is necessary to maintain communication and coordination. Hierarchical structures don’t always find the best solution to a problem, but it’s almost always a good solution in a timelier fashion. Looking to know more? Özgecan Koçak is associate professor of Organization & Management at Emory University’s Goizueta Business School. She is available to speak with media about this topic - simply click on her icon now to arrange an interview today.
Research Matters: Ultra-conductive molecule sets stage for post-silicon computing era
A research team has uncovered what it believes is “the world’s most electrically conductive organic molecule,” a discovery that opens new possibilities for building smaller, more powerful, and more energy-efficient computers. It could also allow computer chip manufacturers to eliminate their reliance on silicon and metal as conductors. “Molecules are nature’s tiniest, mightiest, and most configurable building blocks and can be engineered to build ultra-compact, ultra-efficient technology for everything from computers to quantum devices,” said Ignacio Franco, who was part of the research team that was led by scientists at the University of Miami. Their research was detailed in a paper published in the Journal of the American Chemical Society. The molecule, which is composed of chemical elements found in nature, including carbon, sulfur, and nitrogen, can carry electrical current over record-breaking distances without losing efficiency. Using molecular materials in electronic chips offers several advantages. They consume less power. They can be more easily customized than silicon. They are more environmentally friendly. And, perhaps most importantly to manufacturers, they are potentially cheaper to produce. “This molecular design overcomes many of the big issues that for decades have prevented the use of molecules in electronics,” Franco said. To learn more about this ground-breaking research, read about it at the University of Rochester News Center, and contact Franco at ignacio.franco@rochester.edu.
Retro Appeal: Research Reveals the Reasons Behind Vintage Shopping in Turbulent Times
Why buy vintage? Reasons abound. It’s kinder to the environment. It’s usually cheaper. It’s back in style. But did you know it may also address a deep-seated psychological need for stability amid upheavals? Vintage consumption—that is, buying previously owned items from an earlier era—acts as a means to connect the past, present, and future. That connection across time can be reassuring, most especially in times of uncertainty. When you really want to buy a leather jacket that’s older than you are, it may be enlightening to consider the circumstances. This vintage insight reveals itself in research by Ryan Hamilton, associate professor of marketing at Goizueta Business School. In an award-winning article titled “Stitching time: Vintage consumption connects the past, present, and future,” Hamilton—along with coauthors Gulen Sarial-Abi, Kathleen Vohs, and Aulona Ulqinaku—uncovered why we may want to turn to something old when we perceive threats to our worldviews. Notably, multiple studies have shown thoughts of death to increase the appeal of items that have already stood the test of time. The Psychological Appeal of Thrifting In psychology, “meaning frameworks” are how we, as human beings, interpret and understand our lives as meaningful and valuable. Threats to our meaning frameworks—i.e., the pillars propping up our worldviews—can include thoughts of death, unsettling economic upheavals, and other existential challenges. In order to explore the effects of meaning threats on our preference for vintage, Hamilton and coauthors designed several studies. Their pilot test measured the physical health of nursing home residents. It then measured their preferences for vintage items, controlling for other variables. The results held up the researchers’ hypothesis: Vintage items—be they books, watches, bicycles, or luggage—were more strongly preferred over their modern versions by elderly participants in poorer health, presumably those most likely to have mortality on their minds. Six subsequent studies used different variables to see if the main hypothesis continued to hold up. It did, while at the same time revealing more information about the mechanisms at work. Ryan Hamilton Associate Professor of Marketing Death or Dental Pain In one study, for example, researchers prompted participants with death reminders. They had to contemplate and write about their own deaths to make sure mortality was top of mind. Researchers prompted a control group with reminders of dental pain. Both groups then answered a 12-question survey about their desire for structure (e.g., set routines and practices) at that particular moment. But there was another element in this study: contemplating wearing a watch from the 1950s. As predicted by the main hypothesis, death cues were associated with participants reporting that they desired more structure. The only exceptions was for those who imagined an old watch ticking on their wrists. Vintage consumption seemed to act as a buffer against unsettling thoughts of death for them. What is going on here? As noted above, the researchers theorize and show that vintage objects tend to connect our thoughts of the past, present, and future. These mental, intertemporal connections tend to be reassuring—“a hidden factor” in our preferences and choices, as Hamilton notes. More than Nostalgia One might think nostalgia—a sentimental longing for the past—could also be at work. Feeling nostalgic for one’s own past and social connections can buffer against meaning threats, as previous research has shown. But this paper was designed to tease out nostalgia. It focused on vintage’s connections across time regardless of one’s personal experiences. “This study allowed us to clearly show that people respond differently to something they believe to be old,” as Hamilton explains. “It’s not just something that has a retro look, which was one of my favorite aspects of this project.” Hamilton and his coauthors achieved this by having participants evaluate identical items thought to be genuinely vintage or replicas. And the results were robust. Retro replicas, which can prompt nostalgia, did not have the same psychological impact as items believed to be genuinely old. For instance, 20-year-olds who find a watch from the 1950s reassuring can’t feel nostalgic about the design personally. They can, however, feel a connection across time—and that came through in the study. Retail Therapy on the Rise? Hamilton’s research here follows his broader interest in consumer psychology, branding, and decision-making. “When we’re buying things, we may think it’s based on strict utility maximization. However, it also might be making us feel better in some way,” says Hamilton. Shopping can serve as an emotional management strategy—for better or for worse. Although it was outside the scope of this particular investigation (and all participants were over age 18), the insights gleaned here may help explain why 21st-century teenagers seem to be particularly avid “thrifters” these days. “I don’t want to overstate our findings. But it’s at least possible that the appeal of vintage for teenagers is boltstered by a sense of permanence and endurance that helps them during times of upheaval,” Hamilton says. It turns out a 30-year-old leather jacket might help its new owner feel better on many levels. So is it any wonder that vintage shopping is surging in uncertain times? Fashion magazines, such as Vogue and GQ, are following the vintage craze closely in 2024. Concern for climate change and the Earth’s finite resources may present two intertwined reasons to buy old things: those two things are environmental and psychological. If tumultuous times continue amid contentious elections, wars, and other threats, it seems safe to bet on vintage. Ryan Hamilton is associate professor of Marketing at Emory University - Goizueta Business School. If you're a journalist looking to know about this topic, simply click on his icon now to arrange an interview today.
How to create an engaging online presence for your experts at scale.
Tasked with creating or expanding how you promote your organization's experts? Delivering an engaging online presence is vital, yet scaling from a handful of experts to hundreds takes planning. While interesting content, modern layouts, and intuitive navigation are essential, the real test lies in managing and presenting the extensive knowledge each expert brings. What works for a few can become a complex, time-consuming, and costly endeavor as you attempt to scale to dozens or hundreds of experts and their content, leading to an underwhelming user experience and missed opportunities. These challenges are magnified as small marketing and digital teams face greater demands such as: How do I create and maintain up-to-date content for all my experts? How can I efficiently roll out this content across my website, beyond just the About Us/Team or Newsroom sections? How can I best facilitate audience interaction with my content, leading to valuable opportunities for both my experts and my organization? And perhaps most importantly… How can I minimize the use of marketing and digital resources, as well as costs, in building and maintaining all this content? Addressing these challenges requires a plan. The following highlights 4 areas to focus on when scaling your expert content to ensure an engaging user experience for your audience. 1. Create versatile content that’s engaging, timely, and relevant. The foundational importance of the quality and versatility of your expert content in designing an optimal user experience cannot be overstated. According to a recent report from the Content Marketing Institute, the majority 52% of B2B marketers plan to increase their marketing spend in 2025 on “thought leadership content”. This underscores the necessity of making relevant, high-quality expert content the backbone of delivering engaging and intuitive interactions with your visitors. Without this focus on content, it doesn’t matter how visually appealing your layouts are or how well structured your navigation, it won’t meet the needs of your audience. Expertly crafted content builds trust and credibility, as users perceive well-organized, comprehensive and authoritative information as a sign of a reputable organization with interesting and credible experts. "Content precedes design. Design in the absence of content is not design, it’s decoration". Jeffrey Zeldman - Renowned designer, author & speaker on web design. Ultimately, the integration of high-quality, versatile content into UX design is essential for creating meaningful and effective digital experiences that meet and exceed your visitor’s expectations. Keys to Scaling Share the Workload: Make content creation and management easier by using a purpose-built system that streamlines content creation and updates, vs custom designed page or need to provide access to the core CMS. Ensure the system allows multiple team members, including the experts themselves, to easily access and manage their content, making the process quick and efficient. Repurpose Existing Content Assets: According to the Content Marketing Institute, the failure to utilize pre-existing content is significant challenge (37%) impacting marketers' ability to scale. Leverage existing content assets, such as blog copy & imagery, and previously created videos, to enhance your expert content. This approach allows you to enrich your content without the need for expensive production, making the most of the resources you already have. Leverage Your Content Elements Together or Individually: Each content element should enable visitors to explore deeper insights from experts. Linking profiles to embedded videos and insightful posts or showcasing other experts within your organization can offer new and diverse perspectives. This approach enhances user engagement and provides a richer, more interactive experience. 2. Start with a home base, then grow your footprint. Creating a home base for your expert content, such as an "Expert Center" or "Speakers Bureau," within your website's newsroom or media section, or enhancing your "About Us" pages, can significantly elevate your organization's profile and improve user experience. This hub could also be tailored to highlight specific areas like "Research Expertise," depending on your primary audience—be it media, event organizers, or prospective clients. Establishing this destination for your expertise using a flexible integration option, not only provides a focal point for your owned content but also lays the groundwork for expanding your reach across your website. By categorizing and featuring your expert content strategically, you can engage a broader audience across various sections of your site. "Your website’s content should act as a doorway. Land new visitors with compelling stories, then expand their engagement by guiding them to explore more relevant content tailored to their interests." Ann Handley, Chief Content Officer, MarketingProfs Keys to Scaling Establish & State Clear Objectives - Ensure you prominently state the goals of your initiative—whether it’s combating fake news, serving the community, or showcasing your organization's breadth of expertise. Clearly outline the types of inquiries you’re seeking to attract. This transparency not only sets expectations but also aligns visitors with your mission, fostering trust and engagement. Invest in Fresh Content - To keep your expert content hub dynamic and engaging, continually invest in new content. Regularly feature new experts and insights to encourage visitors to bookmark and frequently visit your site. Implementing a centralized, multi-access platform for content updates will streamline this process, making it scalable and sustainable. Link to Related Content - Utilize your expert content hub as a gateway to other areas of your website. Create links to related content, such as research initiatives, to help visitors explore and engage with your broader expertise. This not only enhances the user experience but also maximizes the value and reach of your content across your site. 3. Always be thinking about Discoverability Creating expert content—from compelling profiles to thought leadership—is only valuable if it’s easy to find. If visitors can’t quickly locate the expertise they need, frustration sets in and user experience suffers. To make expert content truly effective, it must be optimized for search engines, clearly organized, and internally linked. This is especially important for audiences like media, event organizers, and potential clients who rely on quick access to credible information. Prominently featuring and properly tagging expert content boosts visibility, builds authority, and drives meaningful engagement. Keys to Scaling Homepage/Top-Level Navigation: Don’t rely solely on a menu option or link buried in a subsection like your Newsroom. Featuring menu items, graphics, and other call-outs on your homepage and main section pages will increase interaction and inquiries. Leverage Distribution Networks: Drive traffic to your expert content by promoting your experts and their insights on platforms like LinkedIn, Twitter, and expert-specific search engines like expertfile.com or mobile expert directory apps. Add Free-Form Google-Like Search: Provide visitors with a free-form search experience that encompasses all elements of your expert content, rather than just a series of tags, titles, and names. Ensure All Metadata is Available: Let Google do the heavy lifting by ensuring you have properly structured metadata and schema data for each piece of expert content. While most digital teams remember standard title and description metadata, powerful schema data that helps Google understand the context and authority of the content is often overlooked. Add Links to Common Recurring Communications: Leverage all your communication channels, including adding links to your About Us section in press releases and individual experts’ email footers. 4. Plan for your Success It is important to plan for the success of your Expertise Marketing program. A successful program will not only deliver valuable opportunities, helping drive reputation and revenue, but can also place increased demands on your marketing and digital teams, as well as your experts themselves. Your success will likely inspire interest from other experts or departments for inclusion in your program, necessitating tools and defined processes for efficient onboarding of new experts and integrations across your website. Equally important is managing the influx of inquiries from key audiences such as the media, event organizers, and prospective clients in a way that provides a seamless user experience and encourages repeat engagement. Addressing these challenges with a strategic approach will lay a solid foundation for a robust and scalable expertise marketing initiative. Keys to Scaling Inquiry Workflow: Putting a general email or phone # as a contact does not scale. Implementing an efficient inquiry workflow is essential for the success of your expertise marketing. This process starts by ensuring that inquiries from key audiences—such as media, event organizers, and potential clients—are promptly and accurately directed to the appropriate experts within your organization. An automated system can streamline this process by categorizing inquiries based on specific topics and routing them to the relevant experts, even filtering out unnecessary or harmful inquiries. This approach not only saves time but also ensures swift and professional responses, enhancing your organization's reputation and effectiveness. Capture and Act on Analytics: Continually monitoring your analytics is crucial for refining your content strategy. By analyzing which types of content and which experts resonate most with your audience, you can better plan future content creation and decide who to feature prominently. This data-driven approach allows you to tailor your expertise marketing efforts more effectively, ensuring that you consistently engage your audience and meet their needs. Share Your Success - By sharing your experts' achievements both within and outside your organization, you create a culture of recognition and aspiration. This not only encourages additional departments and experts to join your program but also enhances the overall value of your expert center. Expanding your program to include more experts and additional expert content transforms your website into a valuable destination for key audiences such as media, event organizers, and potential clients. Effective dissemination of success stories amplifies your reach, reinforces your organization’s credibility, and drives sustained engagement and growth. Successfully scaling your Expertise Marketing program while maintaining an optimal user experience presents unique challenges. It requires producing versatile, high-quality content that is consistently engaging and relevant. Establishing a centralized home base for this content, such as an "Expert Center," helps streamline navigation and enhance user interaction. Improving discoverability through effective SEO and internal linking ensures that your expert content is easily accessible to key audiences like media and event organizers. Finally, meticulous planning for content updates and inquiry workflows is essential to manage resources efficiently and sustain growth. By addressing these areas strategically, you can build a robust and scalable Expertise Marketing initiative that drives engagement and reinforces your organization's reputation. About ExpertFile ExpertFile is changing the way organizations tap into the power of their experts to drive valuable inquiries, accelerate revenue growth, and enhance their brand reputation. Used by leading corporate, higher education and healthcare clients worldwide, our award-winning platform helps teams structure, manage and promote their expert content while our search engine features experts on over 50,000+ topics. Download our "Guide to Expertise Marketing", book a demo and more here.
From Saver to Spender: Navigating the Retirement Mindset Shift
Let’s start with a familiar—and slightly ridiculous—scene: a retired couple with $750,000 safely tucked away in investments, quietly nibbling no-name tuna on toast while muttering, “We just can’t afford steak anymore.” Sound absurd? Sadly, it’s not fiction. Despite having ample savings, many retirees live with perpetual financial anxiety, clinging to their nest egg as if it were their last roll of toilet paper during a pandemic. Meanwhile, they try to survive solely on government pensions, making life unnecessarily stressful and, let’s face it, a bit joyless. I've wrestled with this as someone who entered retirement earlier than expected. Years in finance taught me how to budget, invest, and plan, but transitioning from saving to spending required a whole new mindset. I learned quickly that being financially “prepared” doesn’t mean you’re emotionally or psychologically ready to spend. So, what’s going on here? The Hypothesis: Individuals Prefer Spending Income Rather Than Saving Retirees prefer spending income (pensions or annuities) rather than withdrawing from savings or investment accounts. This isn’t just a quirky behavioural trend—it’s a deeply ingrained bias, and neuroscience supports it. Research by Michael S. Finke, a professor at The American College and noted researcher in retirement economics, revealed that retirees tend to spend most of their guaranteed income but only withdraw about half of their savings. In his words: “Retirees spend lifetime income, not savings.” The implication is clear: it’s not about how much money you have but how it feels to use it. This is partly due to what behavioral economists call “mental accounting.” We categorize our money into imaginary buckets: income is for spending, and savings are for safekeeping. Unfortunately, this can lead to financially irrational and highly risk-averse behaviors, such as eating cat food while having six figures in a TFSA. The Neuroscience of Spending Fear Add a little neuroscience, and the story deepens. As we age, changes in the brain, particularly in the prefrontal cortex, can affect how we assess risk and manage uncertainty. This can lead to: • Increased loss aversion: We more acutely feel the pain of spending or loss. • Decision paralysis: We delay or avoid withdrawals, even when reasonable. • Heightened anxiety about the future: We fear running out more than we enjoy spending in the present. This Fear of Running Out (FORO), which I’ve written about in a previous post, keeps many retirees in a defensive crouch, emotionally hoarding their savings rather than using them to enrich the years they worked so hard to reach. It’s no wonder money stress impacts us so deeply—our brains are wired that way. From an evolutionary perspective, our minds are designed to fear scarcity because running out of resources once posed a real danger. When we perceive that threat today, whether it’s a dip in our investments or rising grocery bills, our brain shifts into fight-or-flight mode and begins releasing cortisol—the stress hormone that heightens our anxiety. Then our amygdala, that little alarm system in our brain designed to protect us from danger, can’t differentiate between a financial crisis and a sabre-toothed tiger. So, it reacts similarly, nudging us toward quick, often irrational decisions. Sometimes that means freezing and doing nothing; other times, it leads to panicking and regretful choices. Understanding how our brains function under financial stress allows us to step back, breathe, and make better, calmer decisions—ones that serve us, not scare us. Retirement can be wonderfully freeing—no more commutes, no more meetings—but let’s be honest: it also comes with a significant shift in financial responsibility. Without that steady paycheck, it’s completely normal to feel uneasy about how you'll manage your money, especially when unexpected expenses arise. Sure, there are mindset tools and mental prep strategies that can help ease that existential “What now?” feeling before retirement. But let’s be specific—here are the real, concrete financial stressors that keep many retirees awake at night: • Not Enough Income: One of the biggest fears? Your savings won’t stretch far enough to support the life you want—or handle surprises. • Healthcare Costs: As we age, medical expenses climb. It’s not just the big stuff, either. Even prescriptions and dental bills can blow a hole in your budget. • Market Ups and Downs: A stock market dip can uniquely affect retirees. Observing your investments fluctuate can cause genuine anxiety regarding your income, especially in today’s “trade war” environment. • Inflation: We all feel it. The gradual rise of higher prices erodes your purchasing power, making that carefully saved nest egg feel less secure. • Living Longer Than Planned: It's both a blessing and a challenge. If you're healthy and living well into your 90s (and many do), the big question becomes: will your money last as long as you do? Here’s the good news: when you acknowledge these risks and build a plan around them, you exchange fear for control. And with power comes clarity, confidence, and significantly less stress. That’s when you can truly enjoy retirement—on your terms. How to Flip the Script: Make Savings Feel Like Income So, how can retirees overcome this psychological hurdle? Here are 3 powerful strategies: 1. Create Artificial Income Streams Turn a portion of your savings into predictable, automatic income. This could mean: • Setting up regular monthly withdrawals from an RRIF • Purchasing an annuity • Utilizing a bucket strategy, in which one portion of savings is maintained in a cash-like account to replicate a paycheck When money shows up like a salary, you’re more likely to feel permission to spend it. 2. Use Home Equity as a Back-Up Income Source A secured line of credit (HELOC) or a reverse mortgage can serve as a “Plan B” or income buffer. Knowing that the funds are available can alleviate anxiety, whether you use them or not. 3. Involve Family in Income Planning Sometimes, the best way to reframe a spending decision is through conversation. Adult children or trusted advisors can help develop a spending strategy that feels both secure and reasonable. Families can be invaluable in helping you design: • Emergency funding plans for unexpected expenses like healthcare • Gifting strategies (Want to help the kids or grandkids? Do it while you’re alive to see the joy!) • Income simulations replacing a regular paycheck Open conversations can also help uncover mismatched expectations. For instance, some older adults worry that spending their savings will leave less of an inheritance for their children, which might cause disappointment. But in many cases, their children would much rather see their parents use that money to care for themselves and enjoy their retirement years. The great irony of retirement? The hardest part isn’t building wealth; it’s allowing yourself to enjoy it. So, let’s retire the notion that frugality is forever. Replace the guilt of spending with the confidence of an income strategy. And if you're facing your savings with trepidation, remember: cat food may be a pantry staple for your pet, but it’s no reward for 40 years of hard work. Retirement isn't merely a financial phase—it’s a shift in mindset. That shift begins when we stop hoarding and start living.
Chemical and Life Science Engineering Professor Michael “Pete” Peters, Ph.D., is investigating more efficient ways to manufacture biologic pharmaceuticals using a radial flow bioreactor he developed. With applications in vaccines and other personalized therapeutic treatments, biologics are versatile. Their genetic base can be manipulated to create a variety of effects from fighting infections by stimulating an immune response to weight loss by producing a specific hormone in the body. Ozempic, Wegovy and Victoza are some of the brand names for Glucagon-Like Peptide-1 (GLP-1) receptor agonists used to treat diabetes. These drugs mimic the GLP-1 peptide, a hormone naturally produced in the body that regulates appetite, hunger and blood sugar. “I have a lot of experience with helical peptides like GLP-1 from my work with COVID therapeutics,” says Peters. “When it was discovered that these biologic pharmaceuticals can help with weight loss, demand spiked. These drug types were designed for people with type-2 diabetes and those diabetic patients couldn’t get their GLP-1 treatments. We wanted to find a way for manufacturers to scale up production to meet demand, especially now that further study of GLP-1 has revealed other applications for the drug, like smoking cessation.” Continuous Manufacturing of Biologic Pharmaceuticals Pharmaceuticals come in two basic forms: small-molecule and biologic. Small-molecule medicines are synthetically produced via chemical reactions while biologics are produced from microorganisms. Both types of medications are traditionally produced in a batch process, where base materials are fed into a staged system that produces “batches” of the small-molecule or biologic medication. This process is similar to a chef baking a single cake. Once these materials are exhausted, the batch is complete and the entire system needs to be reset before the next batch begins. “ The batch process can be cumbersome,” says Peters. “Shutting the whole process down and starting it up costs time and money. And if you want a second batch, you have to go through the entire process again after sterilization. Scaling the manufacturing process up is another problem because doubling the system size doesn’t equate to doubling the product. In engineering, that’s called nonlinear phenomena.” Continuous manufacturing improves efficiency and scalability by creating a system where production is ongoing over time rather than staged. These manufacturing techniques can lead to “end-to-end” continuous manufacturing, which is ideal for producing high-demand biologic pharmaceuticals like Ozempic, Wegovy and Victoza. Virginia Commonwealth University’s Medicines for All Institute is also focused on these production innovations. Peters’ continuous manufacturing system for biologics is called a radial flow bioreactor. A disk containing the microorganisms used for production sits on a fixture with a tube coming up through the center of the disk. As the transport fluid comes up the tube, the laminar flow created by its exiting the tube spreads it evenly and continuously over the disk. The interaction between the transport medium coming up the tube and the microorganisms on the disk creates the biological pharmaceutical, which is then taken away by the flow of the transport medium for continuous collection. Flowing the transport medium liquid over a disc coated with biologic-producing microorganisms allows the radial flow bioreactor to continuously produce biologic pharmaceuticals. “There are many advantages to a radial flow bioreactor,” says Peters. “It takes minutes to switch out the disk with the biologic-producing microorganisms. While continuously producing your biologic pharmaceutical, a manufacturer could have another disk in an incubator. Once the microorganisms in the incubator have grown to completely cover the disk, flow of the transport medium liquid to the radial flow bioreactor is shut off. The disk is replaced and then the transport medium flow resumes. That’s minutes for a production changeover instead of the many hours it takes to reset a system in the batch flow process.” The Building Blocks of Biologic Pharmaceuticals Biologic pharmaceuticals are natural molecules created by genetically manipulating microorganisms, like bacteria or mammalian cells. The technology involves designing and inserting a DNA plasmid that carries genetic instructions to the cells. This genetic code is a nucleotide sequence used by the cell to create proteins capable of performing a diverse range of functions within the body. Like musical notes, each nucleotide represents specific genetic information. The arrangement of these sequences, like notes in a song, changes what the cell is instructed to do. In the same way notes can be arranged to create different musical compositions, nucleotide sequences can completely alter a cell’s behavior. Microorganisms transcribe the inserted DNA into a much smaller, mRNA coded molecule. Then the mRNA molecule has its nucleotide code translated into a chain of amino acids, forming a polypeptide that eventually folds into a protein that can act within the body. “One of the disadvantages of biologic design is the wide range of molecular conformations biological molecules can adopt,” says Peters. “Small-molecule medications, on the other hand, are typically more rigid, but difficult to design via first-principle engineering methods. A lot of my focus has been on helical peptides, like GLP-1, that are a programmable biologic pharmaceutical designed from first principles and have the stability of a small-molecule.” The stability Peters describes comes from the helical peptide’s structure, an alpha helix where the amino acid chain coils into a spiral that twists clockwise. Hydrogen bonds that occur between the peptide’s backbone creates a repeating pattern that pulls the helix tightly together to resist conformational changes. “It’s why we used it in our COVID therapeutic and makes it an excellent candidate for GLP-1 continuous production because of its relative stability,” says Peters. Programming The Cell Chemical and Life Science Engineering Assistant Professor Leah Spangler, Ph.D., is an expert at instructing cells to make specific things. Her material science background employs proteins to build or manipulate products not found in nature, like purifying rare-earth elements for use in electronics. “My lab’s function is to make proteins every day,” says Spangler. “The kind of proteins we make depends entirely on the project they are for. More specifically I use proteins to make things that don’t occur in nature. The reason proteins don’t build things like solar cells or the quantum dots used in LCD TVs is because nature is not going to evolve a solar cell or a display surface. Nature doesn’t know what either of those things are. However, proteins can be instructed to build these items, if we code them to.” Spangler is collaborating with Peters in the development of his radial flow bioreactor, specifically to engineer a microorganismal bacteria cell capable of continuously producing biologic pharmaceuticals. “We build proteins by leveraging bacteria to make them for us,” says Spangler. “It’s a well known technology. For this project, we’re hypothesizing that Escherichia coli (E. coli) can be modified to make GLP-1. Personally, I like working with E. coli because it’s a simple bacteria that has been thoroughly studied, so there’s lots of tools available for working with it compared to other cell types.” Development of the process and technique to use E. coli with the radial flow bioreactor is ongoing. “Working with Dr. Spangler has been a game changer for me,” says Peters. “She came to the College of Engineering with a background in protein engineering and an expertise with bacteria. Most of my work was in mammalian cells, so it’s been a great collaboration. We’ve been able to work together and develop this bioreactor to produce GLP-1.” Other Radial Flow Bioreactor Applications Similar to how the GLP-1 peptide has found applications beyond diabetes treatment, the radial flow bioreactor can also be used in different roles. Peters is currently exploring the reactor’s viability for harnessing solar energy. “One of the things we’ve done with the internal disc is to use it as a solar panel,” says Peters. “The disk can be a black body that absorbs light and gets warm. If you run water through the system, water also absorbs the radiation’s energy. The radial flow pattern automatically optimizes energy driving forces with fluid residence time. That makes for a very effective solar heating system. This heating system is a simple proof of concept. Our next step is to determine a method that harnesses solar radiation to create electricity in a continuous manner.” The radial flow bioreactor can also be implemented for environmental cleanup. With a disk tailored for water filtration, desalination or bioremediation, untreated water can be pushed through the system until it reaches a satisfactory level of purification. “The continuous bioreactor design is based on first principles of engineering that our students are learning through their undergraduate education,” says Peters. “The nonlinear scaling laws and performance predictions are fundamentally based. In this day of continued emphasis on empirical AI algorithms, the diminishing understanding of fundamental physics, chemistry, biology and mathematics that underlie engineering principles is a challenge. It’s important we not let first-principles and fundamental understanding be degraded from our educational mission, and projects like the radial flow bioreactor help students see these important fundamentals in action.”
AI-powered model predicts post-concussion injury risk in college athletes
Athletes who suffer a concussion have a serious risk of reinjury after returning to play, but identifying which athletes are most vulnerable has always been a bit of a mystery, until now. Using artificial intelligence (AI), University of Delaware researchers have developed a novel machine learning model that predicts an athlete’s risk of lower-extremity musculoskeletal (MKS) injury after concussion with 95% accuracy. A recent study published in Sports Medicine details the development of the AI model, which builds on previously published research showing that the risk of post-concussion injury doubles, regardless of the sport. The most common post-concussive injuries include sprains, strains, or even broken bones or torn ACLs. “This is due to brain changes we see post-concussion,” said Thomas Buckley, professor of kinesiology and applied physiology at the College of Health Sciences. These brain changes affect athletes’ balance, cognition, and reaction times and can be difficult to detect in standard clinical testing. “Even a minuscule difference in balance, reaction time, or cognitive processing of what’s happening around you can make the difference between getting hurt and not,” Buckley said. How AI is changing injury risk assessment Recognizing the need for enhanced injury reduction risk tools, Buckley collaborated with colleagues in UD’s College of Engineering, Austin Brockmeier, assistant professor of electrical and computer engineering, and César Claros, a fourth-year doctoral student; Wei Qian, associate professor of statistics in the College of Agriculture and Natural Resources; and former KAAP postdoctoral fellow Melissa Anderson, who’s now an assistant professor at Ohio University. To assess injury risk, Brockmeier and Claros developed a comprehensive AI model that analyzes more than 100 variables, including sports and medical histories, concussion type, and pre- and post-concussion cognitive data. “Every athlete is unique, especially across various sports,” said Brockmeier. “Tracking an athlete’s performance over time, rather than relying on absolute values, helps identify disturbances, deviations, or deficits that, when compared to their baseline, may signal an increased risk of injury.” While some sports, such as football, carry higher injury risk, the model revealed that individual factors are just as important as the sport played. “We tested a version of the model that doesn’t have access to the athlete’s sport, and it still accurately predicted injury risk,” Brockmeier said. “This highlights how unique characteristics—not just the inherent risks of a sport—play a critical role in determining the likelihood of future injury,” said Brockmeier. The research, which tracked athletes over two years, also found that the risk of MSK injury post-concussion extends well into the athlete’s return to play. “Common sense would suggest that injuries would occur early in an athlete’s return to play, but that’s simply not true,” said Buckley. “Our research shows that the risk of future injury increases over time as athletes compensate and adapt to small deficits they may not even be aware of.” The next step for Buckey’s Concussion Research Lab is to further collaborate with UD Athletics’ strength and conditioning staff to design real-time interventions that could reduce injury risk. Beyond sports: AI’s potential in aging research The implications of the UD-developed machine-learning model extend far beyond sports. Brockmeier believes the algorithm could be used to predict fall risk in patients with Parkinson’s disease. Claros is also exploring how the injury risk reduction model can be applied to aging research with the Delaware Center for Cognitive Aging. “We want to use brain measurements to investigate whether baseline lifestyle measurements such as weight, BMI, and smoking history are predictive of future mild cognitive impairment or Alzheimer’s disease,” said Claros. To arrange an interview with Buckley, email UD's media relations team at MediaRelations@udel.edu
A final disbursement of $8.8 million completes the $17.8 million grant awarded by the Department of Defense (DoD) to Virginia Commonwealth University’s (VCU) Convergence Lab Initiative (CLI). The funding allows CLI to continue advancing research in the areas of quantum and photonic devices, microelectronics, artificial intelligence, neuromorphic computing, arts and biomedical science. “The Convergence Lab Initiative represents a unique opportunity to drive innovation at the intersection of advanced technologies, preparing our students to tackle the critical challenges of tomorrow,” said Nibir Dhar, Ph.D., electrical and computer engineering professor and CLI director. “By combining cutting-edge research in electro-optics, infrared, radio frequency and edge computing, we are equipping the next generation of engineers with the skills to shape the future of both defense and commercial industries.” Working with Industry Partnership is at the heart of CLI and what makes the initiative unique. CivilianCyber, Sivananthan Laboratories and the University of Connecticut are among several collaborators focusing on cutting-edge, multidisciplinary research and workforce development. The lightweight, low-power components CLI helps develop are capable of transforming military operations and also have commercial applications. The Convergence Lab Initiative has 25 collaborative projects in this area focused on: Electro-optic and Infrared Technologies: Enhancing thermal imaging for medical diagnostics, search-and-rescue operations and environmental monitoring. This improves military intelligence, surveillance and reconnaissance capabilities. Radio Frequency and Beyond 5G Communication: Developing ultra-fast, low-latency communication systems for autonomous vehicles, smart cities and telemedicine. Accelerating advancements in this area also address electronic warfare challenges and security vulnerabilities. Optical Communication in the Infrared Wavelength: Increasing data transmission rates to create more efficient networks that support cloud computing, data centers, AI research and covert military communications. Edge Technologies: Creating low size, weight and low power-consuming (SWaP) computing solutions for deployment in constrained environments, such as wearables, medical devices, internet of things devices and autonomous systems. These technologies enhance real-time decision-making capabilities for agriculture, healthcare, industrial automation and defense. Benefits for Students College of Engineering students at VCU have an opportunity to engage with cutting-edge research as part of the DoD grant. Specialized workforce development programs, like the Undergraduate CLI Scholars Program, provide hands-on experience in advanced technologies. The STEM training also includes students from a diverse range of educational backgrounds to encourage a cross-disciplinary environment. Students can also receive industry-specific training through CLI’s Skill-Bridge Program, which facilitates direct connections between business needs and academic education. Unlike the DoD program for transitioning military personnel, the CLI Skill-Bridge is open to students from VCU and other local universities, creating direct connections between industry needs and academic training. This two-way relationship between academia and industry is unlike traditional academic research centers. With the College of Engineering’s focus on public-private partnerships, VCU becomes a registered partner with the participating businesses, collaborating to design individualized training programs focused on the CLI’s core research areas. This approach ensures students receive relevant, up-to-date training while companies gain access to a pipeline of skilled talent familiar with the latest industry trends and innovations. “The significance of this grant extends beyond immediate research outcomes. It addresses critical capability gaps for both the DoD and commercial sectors,” says Dhar. “This dual-use approach maximizes DoD investment impacts and accelerates innovation in areas that affect everyday life — from healthcare and environmental monitoring to communication networks and smart infrastructure. Breakthroughs emerging from these collaborations will strengthen national security while creating commercial spinoffs that drive economic growth and improve quality of life for communities both locally and globally. Advances in infrared technology, in particular, will position the VCU College of Engineering as a center for defense technologies and new ideas.”
Executive Order - Energy and Power Perspective
The tariffs imposed by the Executive Order (EO) are expected to significantly impact the energy and infrastructure sectors. New build energy projects in the United States heavily depend on importing components such as inverters, transformers, cabling, solar panels, mounting racks, and batteries from regions such as Southeast Asia, China, and the European Union. These tariffs are likely to affect all energy and infrastructure projects. We are seeing large capital projects across the United States impose caveats within their EPC contracts; allowing for steep and continual price adjustments upward. This is impacting billions of dollars of critical material and contractual obligated componentry. This also includes all materials with high volatility (steel, copper, aluminum). Not only are projects costs on the rise but so are supply chain disruptions, potentially causing delays in project timelines and/or project cancellations. The United States continues to grow in energy demand requirements, provided the vast deployment of data centers. Because of this grid reliability, modernization and new build implementation is critical in the coming decade. The tariffs are likely to have a large impact on these projects as well, given their requirement for componentry from all the regions impacted. As this situation continues to develop, the full implications and responses for the energy and infrastructure industry will become more apparent. Jeremy Erndt is a seasoned power development, engineering, and operations professional, with experience in power generation, infrastructure, and the sector with J.S. Held. He has led utility-scale power, transmission, port, and water projects from early development and conceptual design through NTP and eventual operation. He is an international development expert and supports a variety of programs for capital project development. Jeremy is a subject matter expert in project due diligence, engineering, and constructability for large-scale projects. Jeremy has been involved in various project-related and company mergers and acquisitions, thus providing a comprehensive track record and perspective of financial transactions at all stages. He has nearly two decades of experience in the development, engineering, construction, and operations of energy and infrastructure projects, spanning more than 30 GW within energy projects and over $60B of capital expenditures within infrastructure. Looking to know more or connect with Jeremy Erndt? Simply click on the expert's icon now to arrange an interview today. For any other media inquiries - contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com
