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I’m Seventy. Try to Keep Up

Seventy There it is. Just sitting there. A number that tends to land somewhere between “good for you” and “are you feeling alright?” And before you answer that, let me tell you I am more than alright. I am thriving. Loudly. Definitely with dancing. And with just enough attitude to make a few people slightly uncomfortable, which I have decided is a sign of a life extremely well lived. But first, let me tell you about the plan. ⁂ The Plan Was Magnificent. It Lasted Eleven Minutes The plan was to retire gracefully. Ease into a slower pace. Read more. Maybe garden. Drink better wine. Finally, work through all those documentaries piling up in my queue with the quiet confidence of someone who had absolutely earned the right to nothing. Here is what actually happened. The documentaries stayed in the queue, and the garden did not get planted. I did, however, read one book. Just one. But it turned out to be exactly the right one. David Brooks wrote The Second Mountain: The Quest for a Moral Life, and I picked it up the way you pick up something that does not look urgent, only to find you cannot put it down. Brooks argues that we spend the first part of our lives climbing what he calls the first mountain: the career, the credentials, the identity, the whole elaborate structure of proving ourselves. And then something happens. You reach the top, or you fall off, or the mountain turns out to be considerably smaller than it looked from the bottom. Either way, you end up in a valley, slightly winded, wondering what comes next. And that, Brooks says, is where real life begins. The second mountain. The one you climb not for yourself but for something greater. The one where the question shifts from “what do I want?” to “what does the world need from me?” I read that while sitting in my living room and thought: that is the whole story, right there. There is a phrase I use throughout this blog: try to keep up. I say it because seventy feels faster and fuller than I ever expected, and because it is an invitation, not a taunt. You still have tread on your tires. I mean that warmly. Try to keep up. ⁂ The Valley Was Not Optional My valley arrived without warning or invitation: I lost my job unexpectedly. No graceful wind-down. No farewell luncheon with a tasteful card, no parade! Just the particular silence that follows the end of something you had not quite finished. Nobody glides gracefully from mountain one to mountain two, no matter how it looks on social media. What nobody tells you about retirement, voluntary or otherwise, is that stopping is quite difficult. Not the logistics. The identity. You spend thirty years answering the question “What do you do?” and then one day no one asks anymore. We carefully plan the money. We almost never plan for the morning when your calendar is empty, your inbox is quiet, and no one expects you anywhere. That morning is its own kind of reckoning. Brooks calls this the valley experience, and he is right that it is unavoidable. It is where you shed the old self so a new one can emerge. There are no shortcuts. I tried several. But then I hired a coach. Not just any coach. A thought leadership coach, which sounds very impressive but turns out to involve a great deal of uncomfortable self-reflection and at least one conversation in which the coach tells you to write a blog. “Do your research,” he said. “Find your niche. Share what you know. And honestly, you should probably write a book.” (Thank you, Peter!) I nodded. I smiled. I thanked him warmly. Then I went home, sat down, and had a completely private, entirely dignified meltdown that I will describe only as spirited. Action absorbs anxiety, so once the spirited moment passed, I got to work. Try to keep up. ⁂ The Second Mountain Has a Name. It Is Retire with Equity I started writing. Article after article, something unexpected happened: I found my voice. It turns out my voice is part educator, part agitator, and part hilarious, where kitchen-table logic meets a spreadsheet. I began calling her Aunt Equity, and she has been absolutely delightful company ever since. A word on naming your alter ego after a financial product: no one recommends it. No self-help book has a chapter that says ‘step three, create a persona rooted in home equity solutions and give her a sassy name.’ And yet Aunt Equity arrived fully formed, with opinions, a logo, and an inexplicable amount of charisma. She is part brand, part character, and entirely my fault. I am keeping her. For Brooks, the second mountain is a calling, not a career move. For me, it is a community. The Canadian retirement community. The people who built this country, paid into it, raised children in it, and are now quietly panicking about whether they have enough to keep going. That community. They are my people, and this is my mountain and I have built my company, Retire with Equity to support it. And I will be honest: this mountain is considerably steeper and way more fun. Try to keep up. ⁂ What Is Your Second Mountain? Here is where this stops being about me and starts being about you. The second mountain is not one thing. It is not a prescription. It is not reserved for people who write blogs, build platforms, or have particularly spirited meltdowns. It is waiting for you, wherever you are, whatever you are carrying, whether you are fifty or seventy or somewhere in between and still not entirely sure you are allowed to want something new. The second mountain looks different for everyone, and that is entirely the point. Also, a feature, not a bug. For some people, it is family. Really showing up for grandchildren in ways that a demanding career never allowed. Being present, not just present-ish. Taking the grandkids to school on Tuesdays because Tuesday is your day now and the best day of the week. Becoming the person in the family who holds things together, not because you have to, but because you finally have the time and the wisdom to do it right. For others, it is community. A neighbourhood organization, a cause that has been pulling at you for years, or a faith community that needs exactly the skills you spent a career building. Brooks tells the story of a woman who was moving out of a rough Chicago neighbourhood, looked out the window, saw little girls playing with broken bottles in an empty lot, turned to her husband, and said: we are not leaving. She ended up running a major community organization. She did not set out to build a movement. She just decided not to look away. And then there are the callings that have been patiently waiting in the back of a drawer since approximately 1987. This is my personal favourite category because it is full of people who surprise themselves completely. Andrea, whom I see every week at the gym, spent her late fifties doing something most people her age were emphatically not doing: she went to law school. In London, England. A yearning carried for decades, quietly set aside while she built a career and raised a family. Then one day she stopped being polite about it and went. She is one of the most alive people I know. David discovered painting. Not dabbling. Painting. He picked up a brush at a class a friend dragged him to, and something clicked open that had apparently been waiting for that exact moment. He paints almost every day now, and the look on his face when he talks about it is that of someone who found something he did not know he had lost. If you are sitting there thinking you have left it too long, or that your moment has passed, that is a you problem, and I say that with complete affection. The door is still open. Walk through it. Brooks calls it the place where your deep gladness meets a deep hunger in the world. I think of it as the morning when you wake up and you are not just filling time. You are fulfilling a purpose. Try to keep up. ⁂ What Actually Works (And What Dottie Has to Do With It) I have a ten-pound dog named Dottie. She is the canine embodiment of purposeful living and, frankly, an unsolicited life coach. Full speed, tail up, no apologies. I take notes. The retirements that work, the ones people describe as genuinely meaningful rather than merely solvent, share a few things in common. They move. Consistently, enjoyably, sustainably. The body is not a liability to be managed in retirement. It is an asset, and it responds remarkably well to being treated like one. For me, part of that meant I needed a break from drinking, and the origin story is not glamorous: I woke up one morning and could not remember how the movie I watched the night before ended. That was the moment. What began as a one-month experiment quietly became almost two years. I sleep better, think more clearly, and no longer find myself wide awake at 2 am doing mental arithmetic about nothing. I feel sharper and more energized at seventy than I did a decade ago. The fifties, it turns out, were not the peak. They were the warm-up act. And for the record, I still cannot remember how that movie ended some mornings. Some things are beyond even sobriety. Physical vitality expands your options. Financial clarity reduces your dread. Purpose gives both of those things a reason to matter. Tend to all three. Not perfectly. Just intentionally. Dottie, for what it is worth, nails all three before anyone else in the house has had coffee. If she is the bar, she is not wrong to set it there. Try to keep up. ⁂ A Confession. Then a Celebration Almost five years into this accidental, exhilarating, occasionally terrifying reinvention, I still do not have it entirely figured out. The documentaries remain unwatched. I still cannot tell you how they end. What I do have is this: evidence, personal and otherwise, that the second mountain is real and better. Not easier. Better. Because when you are climbing toward something that matters beyond your own resume, the climb itself changes. The effort feels different. The setbacks feel survivable. And the view, when you get there, means something. You do not need to have it figured out before you start. You just need to take a step. Then another. Then hire a coach, have your spirited moment, and remember: action absorbs anxiety. Say the number out loud, whatever it is. Forty, fifty, sixty, seventy. Say it. Then decide what it means, because that part is entirely up to you. The first mountain shows you what you are capable of. The second one shows you who you actually are. If you have not read David Brooks’ The Second Mountain, put it at the top of the list. The documentaries can wait. I have confirmed this from personal experience. The Friday night of my birthday week, there was an epic dance party at a local brewery, organized by my wife Bonnie, the woman I met on a dance floor thirty-three years ago and have been dancing with ever since. Bonnie deserves more than a shout-out here. She deserves a medal, a monument, and honestly, serious consideration for sainthood. For over three decades, she has lived with my schemes, my pivots, and my absolute certainty that each new thing is the thing. She has never once wavered. Bonnie is the reason any of this works, and the reason that dance floor was full of people who love me. I am, by any objective measure, an extremely lucky person. I am also aware that she will read this, so I want to be clear: yes, I mean every word, and no, this does not get me out of whatever I am currently scheming. The glow of that party remains, and I know I have truly arrived because there was even a party crasher. I named her Mona. Mona could not resist the pull of that much joy and some absolutely kickin’ eighties music. The story of Mona, the early thirties party crasher, is being reserved for another time, but know this: if your birthday celebration attracts a stranger named Mona, you are doing seventy exactly right. The second mountain, it turns out, has a very good playlist. And if you are worried you are not quite ready for it, or that the moment may have passed, I want to leave you with this: you still have tread on your tires. So does everyone in this community. And if you cannot keep up, at least come dance. You might surprise yourself. Just ask Mona. I am seventy. I am on my second mountain. Come find yours. Try to keep up. ⁂ Sue Don't Retire...Re-Wire! My Book is Now Available for Pre-Order I hope you will consider pre-ordering a copy of Your Retirement Reset for you, a friend or loved one. It's available September 8, 2026 - You can now order on the ECW Press site here. And if you love supporting Canadian booksellers, please also check with your local independent bookstore. Most can easily order it for you.

UD experts break down the 2026 World Cup

As the world gears up for the 2026 FIFA World Cup, experts from the University of Delaware are available to provide timely insight on the science, business, and human impact behind the global tournament. Player Safety, Concussions and the Future of the Game Tom Kaminski, professor of kinesiology and applied physiology, is a leading authority on player safety and head injuries. As the sole U.S. representative on FIFA’s Heading Expert Group, Kaminski is helping shape international guidelines around heading in soccer—particularly for youth athletes. He can speak to concussion risks, prevention strategies, and how evolving safety standards are influencing the modern game. Joining him is Tom Buckley, who also specializes in concussion research and athlete health, offering additional perspective on injury trends and recovery in elite competition. The Business of the World Cup: Tourism and Global Impact Matt Robinson from UD’s Lerner College of Business and Economics explores how mega-events like the World Cup drive tourism, economic growth, and global connection. Robinson can discuss how host cities benefit, the long-term economic ripple effects, and how sports act as a powerful unifier across cultures. Youth, Development and the Next Generation of Fans Sara Goldstein brings expertise in adolescent development, offering insight into how traditions with family shape youth identity, social development, and engagement with physical activity. Her perspective is especially relevant for younger audiences experiencing the World Cup through schools and community programs, including UD’s Lab School initiatives. Inside the Game: Sports Analytics in Action With the rise of data-driven performance, UD’s new Sports Performance Analytics major is preparing students to analyze gameplay at the highest level. Martin Heintzelman, department chair, can connect media with program leaders and practitioners including Jack Davis and Christina Rasnake, who are helping students apply real-time analytics to global competitions like the World Cup. The Science Beneath the Game: Playing Surfaces World Cup matches are required to be played on natural grass—a costly and complex requirement, especially for indoor stadiums. Erik Ervin can discuss how turfgrass systems have evolved, the science behind maintaining elite playing surfaces, and the massive investment required to meet international standards. Why Watching Together Matters Amit Kumar studies the psychology of happiness and shared experiences. He can speak to why gathering to watch World Cup matches—whether in stadiums, bars, or living rooms—boosts well-being and strengthens social bonds, making the tournament as meaningful off the field as it is on it. Connect with UD experts to explore every angle of the 2026 World Cup – from the pitch to the people. Email mediarelations@udel.edu to connect with these experts. 

TV News Talent Looks to Build Their Brand on Nontraditional Platforms

Mark Lukasiewicz, dean of The Lawrence Herbert School of Communication, was interviewed by The Hollywood Reporter for the article “With TV News In Free Fall, Anchors Try Breaking Away,” about the trend of TV news veterans leaving the declining world of linear media to build businesses and their brand on social media, podcasts, and other platforms.

TCU Faculty Expert Answers: Why Do We Love Our College Sports?

Sports fandom runs deep. Nowhere is this stronger than in college sports, where traditions, game-day rituals and formative life experiences create bonds and memories that last long after graduation. Dustin Hahn, associate professor of film, television and digital media in the Bob Schieffer College of Communication, recently offered his expertise in a Q&A and completed an Explained in 60 Seconds video in TCU’s social media series to illuminate why we love our college sports and how they shape both identity and community. Read his Q&A from Schieffer College and watch his Explained in 60 Seconds video:

Survey says: Senior leaders are using AI, but they could use more direction

Over the years, study upon study has shown that senior leaders are slower to adapt to new technology – email, the Internet and social media – than younger employees. That’s not necessarily so with AI, according to the University of Delaware’s Saleem Mistry. Mistry, associate professor of management at UD's Alfred Lerner College of Business & Economics, recently conducted a survey of more than 200 university alumni, 75% of which had more than 16 years of professional experience. He found that senior leaders are actively adopting AI to solve their biggest challenges. However, they are doing so largely without structured support or guidance. Here are four findings from Mistry's survey that shows how AI is actually being used at the top. Senior Leaders Are Overwhelmingly Self-Taught Mistry said his most glaring finding is the gap between high AI adoption among senior leaders and the near-total absence of formal corporate support. Although a majority use these tools, they are almost entirely self-taught, which highlights visible opportunity that organizations aren’t really steering the AI conversation for leaders: • High usage. 62% of all senior leaders surveyed use AI tools "regularly" or "occasionally" in their work. • Training gap. Of those users, an overwhelming 80% report their organization provides "Never" or only "Sometimes" (mostly never) adequate training. Mistry said this shows that leaders from VP level down are using tools like ChatGPT and Copilot informally to keep up with heavy workloads, without any real organizational guidance. The stakes are high. In the survey, a vice president of legal was using AI for compliance tasks and a manager of three was using it for performance reviews, both with no formal training. “These are senior leaders handling sensitive work while essentially figuring it out on their own,” Mistry said. There is a clear ladder of AI use Leaders are not using AI randomly. There is a clear progression in how they use it, moving through three levels. • Tier 1 (The Drafters) This is the most common starting point. Leaders use AI to improve writing and communication. They draft emails, shape documents, and refine tone. As one Director of Product put it, it helps him "polish phrasing" and adjust tone and voice. • Tier 2 (The Synthesizers) At this stage, leaders use AI to manage information overload. They summarize meetings, condense documents, and pull together research so they can keep up with large volumes of input. As one leader managing a team of 200 said, "Being a leader requires attention in a variety of areas. AI helps me manage the vast amounts of information I need to consume." • Tier 3 (The Architects) Here, leaders move beyond writing and summarizing. They use AI to automate parts of their work. This includes building agents, creating custom GPTs, or designing tools that track work and performance. One leader managing 300 people said, "It will eliminate half or more of my overhead." Managers and individual contributors use AI for different reasons People managers and individual contributors (IC) are using AI for very different reasons based on their roles. • For people managers, their main challenge is scale. They are overloaded with communication and administration, so they use AI to reduce noise and keep up. They lean heavily on summarization and tone adjustment tools. • For project leads and ICs, their focus is output. They use AI to produce work faster, including drafting content, building decks, writing code, or generating ideas. This difference reflects their jobs. One group is trying to keep up, the other is trying to produce more. It also shows that AI is not a single-use tool. Its value depends on the problem it is being used to solve. This difference reflects their jobs. One group is trying to keep up, the other is trying to produce more. It also shows that AI is not a single-use tool. Its value depends on the problem it is being used to solve. Resistance to AI is mostly intentional Among the 38 percent of leaders who do not use AI, resistance is usually not based on lack of awareness. It falls into three groups: • The Ethical Objectors. Some avoid AI due to concerns about its broader impact. • The Quality Skeptics. Some do not trust the output and feel it is not reliable enough for important work. • The Blocked. Some are not allowed to use AI due to company policy. Mistry concludes that there is a clear overall pattern: Leaders are using AI in practical ways, but mostly without structured support or guidance. “If it feels like you are figuring this out as you go without much help from your organization, that is consistent with what most leaders are experiencing,” Mistry said. To connect directly with Mistry and arrange an interview, visit his profile page and click on the "connect" button. Interested reporters can also email MediaRelations@udel.edu.

Expert Insights: Want More Engagement? Eliminate the Barriers.

Anyone born in the 70’s or earlier will probably remember it well. Time was when playing any kind of video game meant physically disporting yourself to the local arcade—a twilight zone of flashing neon, electronic beeps and bops, and the clink of quarters hitting the slot. As technology advanced, the videogame came to you. Home consoles and TV stations rigged with joysticks duly became the mainstay of gaming. The Atari 2600 brought the arcade experience into dens all over the US; Pac-Man, Space Invaders, and Asteroids now at the fingertips of a generation of games who no longer needed to leave home to play. Fast forward to the era of smart phones and hi-tech, and gaming has evolved again. Today, Fortnite, Minecraft, and The Legend of Zelda can accompany you pretty much anywhere—onto a train or a bus, into the canteen at work or school, or under the covers at 2am. In our always-on, on-demand world, video gaming increasingly meets players where they are; a play-anywhere, digital user experience that empowers individuals to engage with their game of choice wherever they are, whenever it suits, and via whatever platform they prefer, desktop or mobile. For users, the benefits seem clear. But what about game producers? As availability expands to new channels and platforms, how does it change user behavior? Does it deepen engagement or does cross-platform continuity simply end up redistributing play—the addition of each new platform shifting players away from, and effectively cannibalizing, existing channels? It’s a conundrum, and not just for video game producers. Retailers, bankers, insurance firms, media, and hospitality providers—anyone with an online-first approach looking to meet their customers wherever they are—should also be cognizant of the potential downsides of channel expansion in the digital space. Weighing in here is research by Professor of Marketing and expert in the intersection of sports and cultural analytics and marketing Michael Lewis. Together with Wooyong Jo of Purdue, Lewis looks at the impact of omni-channel strategy on videogames—a proxy, he says, for other sectors and industries. What they find is critical for marketers and decision-makers in any context or business setting. Increasing the digital touchpoints between your product and customers does impact behavior—but the net results are overwhelmingly positive. Video game players play more, they spend more frequently, and they integrate gameplay more deeply into their everyday lives. In other words, the investment pays off. And the dividends in customer engagement are serious. Switching to the Switch To unpack all of this, Lewis and Jo partnered with a large US video game publisher to analyze player-level behavioral data for one its major titles in the Multiplayer Online Battle Arena, or MOBA genre. Players form teams and compete to destroy opposing team’s bases, selecting a character from a set of 100+ options. Revenue for the publisher comes from a “freemium” business model—users can make voluntary purchases to unlock new characters or buy cosmetic enhancements. These purchases are geared toward enhancing the gaming experience but don’t affect competitive outcomes, making them a critical measure of engagement. In 2019, the game was released for the Nintendo Switch, which can be docked in home consoles but is most commonly used as a mobile, hand-held device. PC players were given the option to download this new version and continue gameplay seamlessly using their existing accounts. Analyzing player behavior before and after the adoption of the new Switch platform, Lewis and Jo were able to zoom in on some critical measures of user engagement including game usage or the total number of matches played, in-game spending—what, when and how much players spent—and player inactivity or churn. “We were able to really get into player behavior over time, and what happens when you introduce the Switch option and remove the constraints of having to play in one place—the home or gaming PC,” says Lewis. “What happens when you make it possible for players to access the game they love while they’re commuting or on their lunchbreak?” Plenty, it turns out. Mobile access: gameplay, spending and churn Crunching the data, Lewis and Jo find that mobile access dramatically increases gameplay. Players who adopted the Switch version played approximately 31% more games than before—a dramatic uptick that underscores how flexibility gains translate into new opportunities to play and engage. And that’s not all. Lewis and Jo also find that gameplay becomes less concentrated within narrow windows—after school or work, say—and is now more spread out across the day, the result of the “ubiquity effect,” says Lewis. “Take away the constraints of having to be in a fixed location and you see players adding additional play sessions. Interestingly though, we don’t find any adverse effect on PC gaming. Players are simply playing more, and playing longer, rather than replacing PC time.” Then there’s in-game purchasing. MOBA-type games typically give players the option to voluntarily buy modifications for characters, known as “skins.” These skins are cosmetic enhancements: new armor, costumes, skill animations or effects. Crucially, these kinds of purchases don’t advance players to new levels of success in the game. Instead, they are used for personalization—to demonstrate status or to celebrate an in-game event. Lewis and Jo find that mobile adopters make more frequent in-game purchases. While the overall total doesn’t increase materially, these players are spending small amounts, more often—almost 7% more frequently than before. This makes intuitive sense, says Lewis. If players are logging in more often, they have more opportunities to feel inspired to want to spend on skins. But there’s another factor that may be at work. “With this kind of in-game purchasing, it’s likely that a lot of it is about credibility. When you buy a skin or a character pack, it’s like you have more aura within the game; you want to signal something to other players and let yourself be known. And this is more than just monetary, it’s about a deeper kind of engagement,” says Lewis. “It’s possible that as mobile access makes the game more of a frequent companion, as the rate of play increases, there’s this effect that players fall deeper into the community—their engagement deepens even more.” Interestingly, the shift to mobile access had the most significant impact precisely on those players whose pre-Switch in-game purchasing was lowest. These users, who were arguably most likely to disengage and drift away from the game, became significantly more active once the hand-held option became available. “If you have players spending less and less inside the game, the intuition is that these are the customers you are most at risk of losing,” says Lewis. “Bringing in the Switch has seen these customers—those more prone to churn—actively reengage with the game, maybe because they have greater propensity for the mobile version.” Either way, this should be a particularly interesting finding for marketers, he adds; retaining existing users is typically cheaper than attracting new ones. “The evidence suggests that mobile access can serve not only as a growth strategy, but also a defensive one if it helps keep marginal users engaged; those who might otherwise have detached from the product altogether.” Help Them Switch So far, so encouraging. There is one potential downside to porting a game or online product to a new channel, however, and that is usability. Lewis and Jo find that players who switched between platforms experience a slight, initial decline in in-game performance—likely because of differences in the control systems between devices. Players who’ve been using keyboard and mouse controls may need time to adapt to hand-held controllers. To mitigate this, he and Jo suggest that producers could offer tutorials or introductory gameplay modes that accelerate the learning curve as users adjust to the new interface. In most cases, usability should be factored in as an additional, hidden cost, when developers and organizations are contemplating investing in more online customer touchpoints. “Expanding your online channels will always have some cost. Taking a game from one platform and porting it to another one isn’t free, so you will want to anticipate the hurdles, even as you weigh up the clear benefits,” says Lewis. “The key is to make sure you protect your users. With things like video games, you want to think about how to guide or upskill your players, maybe have them play bots at first to ramp up their capabilities. Whenever you create a new channel that has a different operating system from the user’s perspective, you’re probably going to want to provide some aid to your fan community.” The benefits of omni-channel access should always be weighted against the costs involved, counsels Lewis. Even so, today’s competitive pressures—the seemingly inexorable march of technological innovation and evolving user expectations—are likely to make platform expansion unavoidable for most online businesses. In the world of video gaming, as major franchises release new products across multiple platforms, and player preferences become more sophisticated, companies may simply have to adopt similar strategies to remain competitive. “As everyone else invests in the same new technologies, you almost have to do the same—just as a matter of doing business,” says Lewis. “If you are launching a video game, you’ve got to compete with whatever Call of Duty or Grand Theft Auto are doing. You can’t just tell your players they can only engage on one platform. The competition is continuously raising the stakes just in terms of the bare minimum.” Building Fandom: the Connective Cultural Tissue More broadly, Lewis and Jo’s findings speak to how human beings form communities of shared passion around business entities and, perhaps more compellingly, around cultural phenomena: video games, for sure, but also sports teams, music, films, comic books, fashion, and more. Understanding the mechanisms that drive and deepen engagement sheds more light on what Lewis calls the “connective cultural tissue of fandom: ”the powerful social bonds, camaraderie, and shared identity that connect people to cultural entities and to each other. Fandom, he argues, is the “key to our world.” Understanding fan behavior is critical to understanding how it is that games, brands, sporting teams, or politics forge communities built on shared passion. “Whatever your organization or business is, you are going to be interested in driving passion. You want people to engage and love what you do. What we’re looking at in this study is a building block towards understanding how cultural entities fit into consumers’ lives, and how eliminating barriers helps to expand communities and drive relationships—extending reach and engagement by weaving cultural experiences more deeply into everyday life.” The real challenge in front of organizations, be they video game producers or online retailers, says Lewis, is to give their product the kind of “cultural meaning” that creates fans—and not just users. “When you think about the behavior of fans, the level of passion and engagement that exists around cultural phenomena—whatever they are from video games to FIFA, the English Football League to the Super Bowl, Taylor Swift to the Republican Party—that’s where you see the passion that really drives the world. And that to me, is critical in understanding how business works, how societies function, and how our world evolves.”

The Biggest Study Yet on School Cellphone Bans Shows Results Aren’t So Simple

As more schools move to restrict or completely ban smartphones in classrooms, the largest study ever conducted on school cellphone bans is challenging assumptions about what these policies actually achieve. The new U.S. study, involving roughly 4,600 schools and researchers from institutions including Stanford, Duke, the University of Michigan, and the University of Pennsylvania, found that strict cellphone bans dramatically reduced phone use during the school day. In some schools, classroom phone use dropped from 61 percent to just 13 percent. It's a popular topic and media coverage of the results has been extensive. But the findings became more complicated from there. Researchers found little immediate evidence that phone bans significantly improved test scores, attendance, classroom attention, or bullying rates. Some schools even saw short-term increases in student discipline issues and declines in student well-being immediately after bans were introduced. Still, the study suggested that longer-term outcomes may improve as students adjust and schools refine enforcement strategies. Teachers consistently reported fewer classroom distractions and stronger learning environments. Mizuko Ito is a cultural anthropologist of technology use, focusing on children and youth's changing relationships to media and communications. She recently completed a research project supported by the MacArthur Foundation a three year ethnographic study of kid-initiated and peer-based forms of engagement with new media. View her profile The findings arrive as governments across North America continue expanding school cellphone restrictions amid growing concerns about distraction, screen addiction, anxiety, and the impact of social media on youth mental health. The study highlights a growing debate among educators, parents, and researchers: while limiting phone access may reduce distractions, the relationship between young people, technology, mental health, and learning is far more complex than simply removing devices from classrooms.

Gritty like his city: How the Philadelphia Flyers' mascot went from punchline to sensation

How did Gritty, the fluffy, orange, menacing whatchamacallit that backs the Philadelphia Flyers, go from a punchline when he was rolled out in 2018 to one of sports' most well-known and beloved mascots? The University of Delaware's Matt Robinson took a shot, and scored, with some answers. Robinson, a professor of sport management at UD's Lerner College of Business & Economics, said Gritty embodies the tough attitude that Philadelphia is known for. Also, some of his bizarre features and personality traits go straight to the heart of the demeanor and history of the Flyers, who are currently battling their way through the NHL playoffs. Those are among the ingredients that go into marketing and launching a successful mascot.  Robinson can discuss the following: • Why some mascots take off and others flop. After his launch, Gritty was ridiculed as a concept on late night TV and "Saturday Night Live." But he was still garnering billions of views on social media and millions in earned media for the franchise. The Flyers kept pushing the concept despite its early unpopularity, which led to his eventual success. "Any public relations is good public relations," Robinson said. • Mascots need to be authentic. Gritty embodies the team he represents and the city that team plays in. Robinson noted Philadelphia's "grit" and love of players who play hard, like the Broad Street Bullies – the nasty group of Flyers' players who led the team to two Stanley Cup wins in the 1970s.  • The best mascots transcend sports. Robinson pointed to the film and character "Rocky," whose statue sits in the front of the city's Art Museum, as well as the city's reputation as one with a bit of an edge. "We're the ones who threw snowballs at Santa Claus," Robinson said, referring to the infamous 1968 incident when Philadelphia Eagles fans pelted Kris Kringle from the stands. • Players and coaches come and go, but the mascot stays the same. Mascots can be part of ticket sales and community engagement in the offseason, when players may not be in the city or moving to another via free agency. • Mascots offer an attachment point for fans that is not sport related. Kids respond to mascots and, from there, connection with the team, players and the sport can grow. To contact Robinson directly for an interview, visit his profile and click on the "contact" button. Interested reporters can also email MediaRelations@udel.edu.

Hantavirus cruise ship outbreak: Epidemiologist discusses causes and challenges

A deadly outbreak of hantavirus on a cruise ship currently stuck off Cape Verde, Africa, has put the virus on the national radar for the first time since 1993. University of Delaware epidemiologist Jennifer Horney can talk about the potential for a larger outbreak and the challenges associated with responding to the emergency. There have been nearly 1,000 cases of hantavirus in the U.S. since surveillance began in 1993. That year, an outbreak of the severe respiratory disease in the four corners area of the U.S. Southwest was linked to domestic exposure to rodents, Horney said. Horney can discuss the following points in reference to the Dutch vessel M/V Hondius, which has seen three people die since departing from Argentina on April 1. • The response to this global public health emergency will be challenging given the cuts to U.S. public health and extensive leadership turnover at the Centers for Disease Control and Prevention. • Climate change and global transit likely contributed to the new cases, as rodent populations thrive during certain weather conditions. • When humans inhale rodent feces, urine or saliva, often when dust is aerosolized through cleaning, they can become infected. While symptoms may develop up to two months after exposure, the disease has a mortality rate of up to 50%. To reach Horney directly and arrange an interview, visit her profile and click on the "contact" button. Interested media can also send an email to MediaRelations@udel.edu.

MEDIA ADVISORY: Your Retirement Reset Book

Cover art has been finalized and Your Retirement Reset (ECW Press) is now heading to print ahead of its September 8, 2026 release date. Pre-orders are now available on the ECW Press website. Written for Canadians navigating the realities of modern retirement — and the adult children supporting them — Your Retirement Reset delivers a clear, practical roadmap for converting home equity and other assets into lasting financial security. It tackles the defining challenges of today's retirement landscape: longer lifespans, eroding purchasing power, vanishing pensions, and the near-universal desire to age in place. Susan Pimento brings decades of experience in the financial industry to a conversation that's long overdue — one that goes beyond saving to address how Canadians can strategically and safely spend what they've built. Susan Pimento is available for media interviews and speaking engagements. To arrange, contact: Jennifer Smith ECW Press jsmith@ecwpress.com