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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.

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.”

How the Class of 2026 can keep resumes out of the digital black hole

Students set to graduate this May are entering a job market where the rules of engagement are being rewritten in real-time. AI is both friend and foe, and ghosting has become the norm. University of Delaware career expert Jill Panté shares how college students can navigate these challenges in a rapidly shifting economy. Panté, director of the Lerner Career Services Center at UD, can apply her expertise to the following: The AI recruitment gap • How to prevent resumes from falling into the "digital black hole" of automated tracking systems. • Current recruitment in 2026 is heavily filtered by AI. If resumes don't mirror the language of the job description, a human might never even see it. • In 2026, AI is the gatekeeper. Students who aren’t using AI for assistance are working twice as hard for half the results. However, the goal is to use it as a co-pilot, not an autopilot. Beat the bots (tailor your content) • Use tools like Resume Worded or Generative AI like Microsoft Co-Pilot or Gemini to see how resumes stack up against specific job postings. • It is better to send five highly tailored, thoughtful applications than 50 generic ones that get auto-rejected by an algorithm. • Use AI to run a mock interview based on the job description and company. The "hidden” job market • If a "job search" consists solely of clicking "Easy Apply" on LinkedIn for six hours a day, it’s not searching; it’s just doom-scrolling with a resume. Roughly 80% of your time should be spent talking to humans. The other 20% should be spent on applications and research. • Find the recruiter or a department head on LinkedIn. Send a brief (2-3 sentence) note reiterating your interest. • Leverage alumni networks through LinkedIn. Narrative branding • Especially for Gen Z: Hiring managers don't just want to know what you did; they want to know the impact you made. • Instead of saying "Responsible for social media,” say "Increased engagement by 40% over 3 months by implementing a new video strategy." • Always lead with results (LinkedIn, resume, Interviews) to showcase the value you bring. Workforce anxiety • Managing the mental toll of the modern, high-speed job search and the professional "ghosting" epidemic. • Establish a personal "Board of Directors" to provide a balance of support, accountability and feedback. • Maintain momentum by volunteering, attending local networking events and learning new skills on platforms like LinkedIn Learning and Coursera. To reach Jill Panté directly and arrange an interview, visit her profile and click on the “contact” button.

Using AI tools empowers and burdens users in online Q&A communities

Whether you’ve searched for cooking tips on Reddit, troubleshooted tech problems on community forums or asked questions on platforms like Quora, you’ve benefited from online help communities. These digital spaces rely on people across the world to contribute their knowledge for free, and have become an essential tool for solving problems and learning new skills. New research reveals that generative artificial intelligence tools like ChatGPT are creating a double-edge effect on users in these communities, simultaneously making them more helpful while potentially overwhelming them to the point of decreasing their responses. “On the positive side, AI helps users learn to write more organized and readable answers, leading to a noticeable increase in the number of responses,” explained Liangfei Qiu, Ph.D., study coauthor and PricewaterhouseCoopers Professor at the University of Florida Warrington College of Business. “However, when users rely too heavily on AI, the mental effort required to process and refine AI outputs can actually reduce participation. In other words, AI both empowers and burdens contributors: it enables more engagement and better readability, but too much reliance can slow people down.” The study examined Stack Overflow, one of the world’s largest question-and-answer coding platforms for computer programmers, to investigate the impact of generative AI on both the quality and quantity of user contributions. Qiu and his coauthor Guohou Shan of Northeastern University’s D’Amore-McKim School of Business measured the impact of AI on users’ number of answers generated per day, answer length and readability. Specifically, they found that users who used AI tools to generate their responses contributed almost 17% more answers per day compared to those who didn’t use AI. The answers generated with AI were both shorter by about 23% and easier to read. However, when people relied too heavily on AI tools, their participation decreased. Qiu and Shan noted that the additional cognitive burden associated with heavier AI usage negatively affected the impact on a user’s answer quality. For online help communities grappling with AI policies, this research provides valuable insight into how these policies can be updated in the current AI environment. While some communities, like Stack Overflow, have banned AI tools, this research suggests that a more nuanced approach could be a better solution. Instead of banning AI entirely, the researchers suggest striking a balance between allowing AI usage while promoting responsible and moderated use. This approach, they argue, would enable users to benefit from efficiency and learning opportunities, while not compromising quality content and user cognition. “For platform leaders, the takeaway is clear: AI can boost participation if thoughtfully integrated, but its cognitive demands must be managed to sustain long-term user contributions,” Qiu said.

My MBA at 69: Q1 Results Are In. And Nobody Is More Surprised Than Me

When I wrote my first post about starting an MBA at 69, I was running on caffeine, stubbornness, and a mild identity crisis. I was drowning in software platforms, APA formatting, and the humbling reality that open-book quizzes could still make me sweat. Fast forward to today. I am now 25% complete. Even typing that makes me sit up straighter. More surprising? I am maintaining an A average. Yes. An A. Let that land for a moment. Before anyone faints, let me be clear. I am not retiring my original mantra. "Even C's Get Degrees" still lives on a sticky note in my brain. I repeat it whenever the ego starts strutting around like it owns the place. The goal was never perfection. The goal was sustainable progress and full nights of sleep. The A average is delightful. The mantra is protective. My dog Dottie approves of both.  She now perches on the back of the couch while I work, casting supervisory glances in my direction like a very small, very opinionated board member. We are in a much better place emotionally. The household has stabilized. What I did not anticipate was how much this experience would reveal about me. Lesson #1: Experience Is the Assignment Nobody Grades The content is strong. The business frameworks and systems I am learning are elegant. But the real gift has been realizing that my decades of experience give depth to everything I read. When the textbook discusses competitive positioning or industry cycles, I do not see abstract diagrams. I see real businesses. I hear boardroom conversations. I remember decisions that worked beautifully — and others that required creative explanations and, occasionally, some very careful walking back. The theories have texture because I have lived them.  This MBA is not separate from my work. It is sharpening it. Every case study filters through the same question: How does this apply to retirees? I cannot turn that lens off. Frankly, I would not want to. At the same time, not every concept survives intact outside the classroom. We are taught that firms must choose clearly between cost leadership and differentiation. Tidy in theory. Messier in practice, where most organizations stumble through imperfect hybrids while real-world pressures refuse to behave according to the textbook. I learn the models thoroughly. I cite them properly. I demonstrate mastery. And yes, after nearly losing my mind over whether a journal article published in 2019 requires a DOI or a retrieved-from URL, I can now format an APA 7th edition reference in my sleep. Whether I want to is another conversation entirely. But maturity lets me see where the models bend. Lesson #2: Selective Excellence Is Not Laziness. It's Wisdom. One of the biggest lessons this term has been prioritization.  At 29, I wanted to prove myself. At 69, I want to improve myself.  Earlier in life I would have tried to ace everything equally. Today, I allocate energy strategically. Marketing excites me. Strategy energizes me. Organizational behaviour feels like coming home. Those subjects get my full intellectual investment. Accounting gets solid, disciplined, B-minus effort.  I say that proudly. Retirement is also selective excellence. You do not need to be good at everything anymore. You get to double down on what lights you up. Coursework. Careers. Life. All of it.  But growth is not without discomfort. Lesson #3: The Classroom Has No Hallways Anymore My program is entirely virtual. No hallway conversations. No accidental coffee chats that turn into the best part of your week. Everything happens on screens, and group projects test my patience more than any midterm ever could. I even considered removing my photo from my profile to avoid immediate age assumptions.  Then I took a breath and remembered who I am.  If someone sees my age and quietly categorizes me as someone's grandmother, so be it. They have never met Aunt Equity when she puts her purse down.  For the record: I do not own a purse. In one recent group assignment, a teammate gently pointed out that I had used an em dash in a formal case report. A rookie mistake, apparently. Instead of bristling, I thanked them for the compliment. If I am still making rookie mistakes, I am still capable of growth. That exchange meant more to me than the grade. Lesson #4: The Advantage of Having Nothing Left to Prove Age has given me something powerful: detachment. I am not chasing internships. I am not competing for promotions. I am here because I want to be here, and that freedom changes everything. I can question thoughtfully. I can log off at a reasonable hour. I can engage with students young enough to be my grandchildren without an ounce of ego about it. Mostly. And still, whenever I feel the ego creeping back in about that A average, I whisper: "Even C's Get Degrees."  It works every time. Lesson #5: Curiosity Does Not Come With an Expiry Date The deeper curriculum of this MBA has little to do with GPA. It has taught me that humility sharpens thinking. That curiosity does not expire. That stretching intellectually at 69 feels remarkably similar to climbing toward Everest Base Camp at 60. You question your sanity. You adapt. You keep moving. When I look at my latest grades, I do not feel relief. I feel possibility. If I can adapt to new technology, academic writing standards, and Zoom calls at 7 AM, then reinvention is not reserved for youth.  It is available to anyone willing to risk being a beginner again. Are You Putting Your Experience To Work? If you are over 60 and thinking about taking a course, writing a book, starting a business, or learning something that scares you a little — here is the truth: Your experience is not a liability. It is leverage.  Your decades are not dead weight. They are the whole point.  And if you are willing to risk being a beginner again, reinvention will meet you exactly where you are. I am 25% done. Seventy is approaching. The mantra still stands.  Remember, even C's Get Degrees. But when you bring seven decades of lived experience into the classroom, the curve has a way of bending in your favour. Now, if you will excuse me, Dottie has just planted herself directly on my laptop and is staring at me with the quiet authority of someone who has already read the syllabus on Google Scholar. Eighteen courses to go. Multiple pots of extra-strong coffee. A carefully curated cocktail of patience, tolerance, and self-care. The honeymoon is officially over. What lies ahead is a full marathon: War and Peace-length reading lists, spreadsheets that test the limits of human endurance, and enough group projects to make a grown woman question everything she knows about herself. Dottie remains unbothered. She has seen me do hard things. She knows I finish what I start. She also knows the whining, complaining, and pleading will eventually stop. (insert slow, world-weary head shake from a very wise ten-pound dog who has heard it all before). Don’t Retire… ReWire! Sue Want to become an expert on serving the senior demographic? Just message me to be notified about the next opportunity to become a "Certified Equity Advocate" — mastering solution-based advising that transforms how you work with Canada's fastest-growing client segment. Here's the link to sign up.

National Academy of Inventors welcomes five VCU College of Engineering researchers

The National Academy of Inventors (NAI) recently inducted five Virginia Commonwealth University (VCU) College of Engineering researchers as senior members. Chosen for their innovative engineering contributions, the honorees are recognized as visionary inventors whose groundbreaking research and patented technologies are driving meaningful societal and economic advancements across the national innovation landscape. “Invention represents the practical application of knowledge and stands as one of the many ways engineers can make a positive impact on their communities and the world,” said Azim Eskandarian, D.Sc, the Alice T. and William H. Goodwin Jr. Dean of the VCU College of Engineering. “This year’s honorees exemplify the interdisciplinary nature of our field, leveraging advanced concepts from mechanical, biomedical, chemical and pharmaceutical engineering to address today’s most pressing challenges. We are immensely proud that our dedicated researchers have earned recognition as members of the esteemed National Academy of Inventors.” The VCU College of Engineering NAI inductees are: Jayasimha Atulasimha, Ph.D. Engineering Foundation Professor Department of Mechanical & Nuclear Engineering An internationally recognized pioneer of straintronics, an approach to electrically control magnetism for ultra-low-energy computing, Atulasimha has made significant research contributions to next-generation memory, neuromorphic hardware and emerging quantum computing technologies. He holds four U.S. patents spanning energy-efficient magnetic memory, nanoscale computing architectures and medical tools. Atulasimha’s commercially viable inventions are funded by organizations like the Virginia Innovation Partnership Corporation and he leads multi-institutional collaborations that drive innovation in computing hardware, AI and quantum technologies with more than $10 million in funded research. Casey Grey, Ph.D. Postdoctoral Research Associate Department of Mechanical & Nuclear Engineering Bridging engineering and medicine, Grey’s work spans life‑saving stroke technologies, breakthrough respiratory and neurological care, and sustainable packaging. As a lead R&D scientist at WestRock, he helped create and commercialize the CanCollar® portfolio, a recyclable paperboard replacement for plastic beverage rings now used on five continents, eliminating thousands of tons of single‑use plastic annually. In medical device innovation, Grey’s patent and development work on a novel cyclic aspiration thrombectomy platform, currently in clinical trials, is advancing stroke treatment by enhancing clot removal efficiency and reducing long‑term disability. At the VCU College of engineering, Grey built a research and commercialization pipeline around neurological and respiratory technologies, securing eight provisional patents and leading multidisciplinary teams in neurology, neurosurgery, surgery, pharmacology and toxicology, internal medicine, and respiratory medicine. His work includes developing dry powder inhaler strategies for delivering life‑saving drugs to patients with acute respiratory distress syndrome (ARDS), a pediatric bubble CPAP system designed to protect brain development in premature infants, and non‑invasive, non‑pharmacological 40 Hz neuromodulation therapies to treat neurodegeneration and conditions with significant central nervous system complications, like sickle cell disease. In collaborations with the VCU Children’s Hospital and VCU Critical Care Hospital, Grey is leading two clinical studies that are translating these innovations to improve patient care. Ravi Hadimani, Ph.D. Associate Professor and Director of Biomagnetics Laboratory Department of Mechanical & Nuclear Engineering Hadimani founded RAM Phantoms LLC, a VCU startup company, commercializing anatomically accurate, MRI-derived brain phantoms for neuromodulation and neuroimaging applications. These brain phantoms help test and tune transcranial magnetic and deep brain stimulation technologies, improving clinical safety and enabling personalized therapy for patients. RAM Phantoms is also developing a highly-skilled workforce for employment in Virginia’s growing biomedical device industry. Beyond commercialization, Hadimani maintains a productive research program with more than $4.5 million in funding resulting in 125 original peer-reviewed publications, 17 current and pending patents, a book, and several book chapters. His biomagnetics lab serves as a training ground for undergraduate, graduate and Ph.D. students to hone their skills in innovation management, intellectual property strategy and startup development. Several students from Hadimani’s lab have engaged in translational research, patent co-authorship and start-up formation, cultivating a new generation of engineer-entrepreneurs equipped to drive future technological advances. Before joining VCU, Hadimani led the development of hybrid piezoelectric–photovoltaic materials that established FiberLec Inc., which commercialized multifunctional energy-harvesting fibers capable of converting solar, wind and vibrational energy into usable electricity. Worth Longest, Ph.D. Alice T. and William H. Goodwin, Jr. Distinguished Chair Department of Mechanical & Nuclear Engineering Uniting aerosol science, biomedical engineering and computational modeling, Longest is revolutionizing inhaled drug delivery. Working with collaborators, his lab has developed novel devices, formulations and delivery platforms that precisely target medications to the lungs, addressing conditions like cystic fibrosis, pneumonia, acute respiratory distress syndrome and neonatal respiratory distress syndrome. These innovations have resulted in multiple patents. Some of them have been licensed through commercial partnerships like Quench Medical, an organization advancing inhaled therapies for applications like lung cancer. Collaborating with the Gates Foundation and the lab of Michael Hindle, Ph.D., from the VCU Department of Pharmaceutics, Longest’s team developed a low-cost, high-efficacy aerosol surfactant therapy for pre-term infants based entirely on technology developed at VCU. The invention eliminates intubation, reduces dosage by a factor of 10, and cuts treatment costs. Over 9 million infant lives are projected to be saved by this technology between 2030 and 2050. Through a long-term collaboration with the U.S. Food and Drug Administration, Longest’s in vitro and computational methods provide federal regulatory guidance for generic inhaled medications. The VCU mouth-throat airway models developed under his leadership are used globally across the pharmaceutical industry and in government laboratories. Hong Zhao, Ph.D. Associate Professor Department of Mechanical & Nuclear Engineering Zhao holds 40 patents with innovations spanning additive manufacturing, stretchable electronics, inkjet printing technologies and superoleophobic materials that repel oils, greases, and low-surface-tension liquids. Her research has applications across health care, sustainable energy and advanced manufacturing. Prior to joining the College of Engineering, Zhao served as a senior research scientist and project leader at the Xerox Research Center, where she developed high-performance materials and printing technologies for commercial deployment. Her industry experience makes Zhao’s lab a hub for innovation and mentorship, with students engaging in innovative research and co-authoring publications. Zhao is an invited reviewer for more than 50 premier journals and grant agencies. “Working with distinguished researchers and innovators like those inducted into the National Academy of Inventors is a great honor for me,” said Arvind Agarwal, Ph.D., chair of the Department of Mechanical & Nuclear Engineering and NAI fellow. “They are an inspiration and showcase the kind of impact engineers can make. Having all five of these innovators as part of our department amplifies the scientific richness of our college and its societal impact. They advance the college’s mission of Engineering for Humanity, with research that brings a positive change to our world.” The 2026 NAI class of senior members, composed of 231 emerging inventors from NAI’s member institutions, is the largest to date. Hailing from 82 NAI member institutions across the globe, they hold over 2,000 U.S. patents.

Labubu success demonstrates the benefits of the ‘blind box’ business strategy

Labubu dolls have taken the world by storm. The viral collectable keychains that feature plush monster-like figurines, sold by the Chinese company Pop Mart, have been compared to other toys like Beanie Babies or the more recent Sonny Angels. Labubus come in a variety of colors and outfits, and they are sold in “blind boxes” — so customers never know which collectibles they will get when they buy them. The meteoric ascent of these toys raises the question: What exactly is the appeal of Labubus? According to Tianxin Zou, Ph.D., an assistant professor of marketing in the University of Florida Warrington College of Business, there are a few reasons behind Pop Mart’s success. “It’s a little bit like buying a lottery ticket,” Zou said about the blind box concept. “The uncertainty is giving another layer of enjoyment.” Zou compares the psychological experience of blind boxes to gambling, stating that some customers buy hundreds of boxes for the chance at winning big. Customers aren’t just buying the products; they’re buying the experience. Each Labubu release features 12 figurine designs, as well as a much rarer secret design, so customers are enticed by the possibility of getting that one rare doll. This can also come with monetary value, as Labubus have been resold for thousands of dollars on platforms like eBay. Recently, a first-generation Labubu toy sold for $150,000 in a Labubu-specific auction. The unboxing experience can also trigger social interaction. People often film themselves unboxing the products and posting the experiences online for millions to see, or they gather in person to open boxes with their friends. This brings people together, forming a sense of community and identity around Labubu ownership. “Unboxing the blind box together can become a joyful event,” Zou said. “It makes it so Labubu has a social value and can help form friendships.” The rarity of certain designs is also a key factor in the social aspect of Labubus. Within these communities, especially online, owning rare designs can become a form of social capital. This has contributed to the rise of “Lafufus,” or fake Labubu dolls sold by retailers separate from Pop Mart. The craze has become less about the item itself and more about what it represents socially. Even if a keychain is fake, it still shows that the owner is socially in the know. Pop Mart also aligns itself with well-known franchises, such as Star Wars and Marvel, for branded blind box designs. And celebrity interest has helped the popularity of Labubus skyrocket. The toy first gained momentum after it was seen on the bag of Lisa, a member of the K-pop group Blackpink. Since then, Labubus have been spotted on the bags and belt loops of public figures ranging from Rihanna to Tom Brady. Zou explains that this furthers the social impact of the toys, as people aim to replicate celebrities’ style. “This collaboration with celebrities gives Pop Mart synergy, which gives it this stronger social effect,” Zou said. While the success of Labubus may seem spontaneous, it is actually the result of highly strategic business strategies. However, other retailers are catching on, providing competition for Pop Mart as more companies enter the blind box game. The retailer also faces new challenges, with countries like China and Singapore creating regulations for the sale of blind boxes, especially to children. But for now, the monsters continue to dominate the market, giving the company time to formulate new strategies. And because the company’s strength lies in its research and planning, it likely will not be going into its next phase blind.

What Makes Someone an Expert?

When you are first introduced to expertise marketing it can be hard to imagine that there are experts hiding within your organization. We tend to think of experts as a small group at the top but in reality that is just the tip of the iceberg. Across teams and departments there are people with the knowledge, skills and experience to contribute to meaningful conversations with your audiences. These individuals may not always carry the title of expert but their perspectives can help explain complex issues, contribute to research and shape the content your organization produces. When their expertise is recognized and supported it can help build trust with key audiences including media, industry partners and prospective clients. The challenge many organizations face is knowing how to assess expertise in the first place. To identify these hidden experts and understand the role they can play in an expertise marketing program it helps to start with a simple question. What actually makes someone an expert? The 7 Attributes of Expertise By definition an expert is someone with comprehensive or authoritative knowledge in a particular area of study. While formal education and certifications can be important starting points many fields do not have a clear set of criteria that determines expertise. In practice expertise develops through a combination of training, research, professional experience and real-world application. It is also shaped by the level of trust and recognition someone has earned within their profession or community. When evaluating expertise across your organization it is important to consider the different roles people can play. Many individuals have invested years developing deep knowledge in their fields but not everyone is interested in speaking at conferences or appearing in the media. That does not reduce the value of their expertise. Many contribute through research, insights and content development that support broader visibility for the organization. Here are several attributes that help define expertise and the roles people can play within an expertise marketing strategy. Authority: Has a reputation with an audience as a trusted source of insight and perspective. Advocate: Demonstrates a commitment to advancing a professional community or area of practice. Educator: Teaches and inspires others through lectures, presentations or classroom instruction. Author: Develops articles, commentary or thought leadership that expands their reach and influence. Researcher: Generates new insights through research, analysis or field work. Practitioner: Applies specialized knowledge in a professional setting by delivering services or solutions. Graduate: Has formal education or professional training that demonstrates proficiency in a subject area. Understanding these attributes helps organizations see that expertise exists across many roles. Once those individuals are identified the next step is determining how their expertise can contribute to broader visibility and engagement.   The 4 Levels of Expertise Understanding how to promote expertise is an emerging discipline for many organizations. Unlike traditional career paths expertise does not always follow a predictable hierarchy. When we consider which experts are most visible to audiences it becomes clear that visibility is not always tied to seniority or authority within an organization. Professionals at many stages of their careers are now sharing insights through social networks, industry publications and personal platforms. This means that a senior researcher with decades of experience and a younger professional actively sharing insights online could have a similar level of visibility. Because visibility is influenced by personal motivation and interest in public engagement many organizations recognize the need to better identify and support experts across their teams. Doing so helps ensure that valuable knowledge is not overlooked and that more voices can contribute to meaningful conversations. The framework below can help organizations take inventory of their expertise and develop a path for individuals who are interested in contributing content and building visibility with key audiences. Now that we’ve provided a broader picture of what expertise looks like, it’s time for you to ask, “How does my organization stack up?”   Bench Strength: Taking Stock of Expertise Across Your Organization Expertise is in high demand. Audiences are looking for credible voices who can provide context and insight on complex issues. For organizations, this means it is critical to understand how their collective expertise can be channeled into meaningful conversations with their audiences. As you review the attributes and levels of expertise outlined above you may begin to recognize individuals within your organization who have valuable knowledge but may not have been considered visible experts before. Identifying these individuals is an important first step but recognition alone is not enough. Mobilizing expertise marketing requires support and investment from leadership across the organization. Senior leaders will want to understand the value of elevating internal expertise and how it contributes to reputation, visibility and opportunity. The organizations that succeed are those that recognize expertise as a strategic asset and take deliberate steps to surface it, support it and share it with the audiences who are actively searching for it. The Complete Guide to Expertise Marketing For a comprehensive look at how expertise marketing benefits the entire organization and drives measurable return on investment, follow the link below to download an industry-focussed copy of ExpertFile’s Complete Guide to Expertise Marketing: The Next Wave in Digital Strategy

Op-Ed: Crypto innovation needs stability, not shortcuts

After months of bipartisan negotiations, Congress continues to debate crypto market structure legislation, though questions remain whether common sense investor protections will be included in a new federal framework for digital assets. These proposals address fundamental questions aimed at providing needed clarity for digital asset markets, including around agency jurisdiction, and trust and confidence for mainstream adoption of modern markets. At times, the negotiations fractured over stablecoin yields, while provisions addressing decentralized finance and developer liability and the importance of investor safeguards have proven similarly divisive. The GENIUS Act prohibits stablecoin issuers from paying interest, recognizing such payments transform digital tokens into bank deposits requiring regulatory oversight. Platforms opposing restrictions on stablecoin yields prioritize business models generating revenue by offering deposit-like products without deposit-like regulation – an unfair regulatory arbitrage that disadvantages prudentially supervised banks, drains funding from local lending and introduces systemic risk without corresponding accountability. While these complex issues require careful calibration, there is no substitute for keeping investor-first reforms at the center of market structure legislation and prioritizing clear rules and robust investor safeguards that ensure digital assets benefit everyday investors and that America strengthens its economic competitiveness and leads the next era of financial innovation. Such impasses reflect a pattern where narrow interests prevail over broader economic considerations. Platforms opposing restrictions on stablecoin yields prioritize business models generating revenue by offering deposit-like products without deposit-like regulation. Banking institutions recognize that unregulated competition operating under lower-cost structures will drain funding from local lending. Both positions are economically rational for the parties involved. Neither serves the public interest in financial stability. Likewise, opponents argue that regulation stifles innovation, especially in decentralized finance. But this conflates innovation with regulatory arbitrage. Genuine technological progress creates value by improving efficiency or reducing costs. Regulatory arbitrage extracts value by exploiting gaps between economically equivalent activities subject to different rules. The alternative claim – that existing securities laws suffice – ignores that those frameworks were designed for different market structures. Securities laws assume centralized issuers. Commodity regulations assume physical delivery. Digital assets often fit neither category cleanly, creating uncertainty that inhibits legitimate activity while failing to prevent abuse. The choice is not between perfect legislation and the status quo but between establishing clear rules now or waiting for the next crisis. Financial regulation written in crisis tends toward overcorrection that stifles markets for years. Regulation developed deliberately better balances stability with innovation. Both House and Senate committee versions share core elements providing needed clarity on agency jurisdiction, registration requirements and disclosure standards. International considerations reinforce urgency. The European Union's Markets in Crypto-Assets regulation provides comprehensive frameworks for issuers and service providers. Continued U.S. regulatory ambiguity cedes leadership to jurisdictions that may not share American economic interests. More immediately, delay allows risks to accumulate as digital assets become interconnected with traditional finance through retirement plans and institutional portfolios. Recent market failures demonstrate why regulatory clarity and investor safeguards matter. The 2022 collapse of crypto exchange FTX revealed an $8 billion dollar deficit in customer accounts, spreading losses to pension funds and individual retirement accounts. Investigators identified conflicts of interest and leverage that standard regulation would have prevented. When Silicon Valley Bank failed, one major stablecoin had 8% of reserves tied to that institution. The crisis resolved only because uninsured depositors received public support. These episodes reveal a pattern where institutions operating outside prudential supervision accumulate risks requiring public intervention. Markets function best when rules are clear, consistently enforced and apply equally to all participants. This principle applies whether the market involves energy commodities, agricultural credit or digital assets. Louisiana's economy depends on community banks that understand local conditions and maintain lending relationships through economic cycles. When regulatory gaps allow deposit flight to lightly supervised alternatives, these institutions lose capacity to serve small businesses and agricultural operations. Congress has made meaningful progress on consensus-driven legislation. Completing that work would provide clarity allowing legitimate innovation while preventing regulatory arbitrage that creates systemic risk. The alternative is waiting for the next crisis to demonstrate why such frameworks were necessary.

Research Matters: 'Unsinkable' Metal Is Here

What if boats, buoys, and other items designed to float could never be sunk — even when they’re cracked, punctured, or tossed by an angry sea? If you think unsinkable metal sounds like science fiction. Think again. A team of researchers at the University of Rochester led by professor Chunlei Guo has devised a way to make ordinary metal tubes stay afloat no matter how much damage they sustain. The team chemically etches tiny pits into the tubes that trap air, keeping the tubes from getting waterlogged or sinking. Even when these superhydrophobic tubes are submerged, dented, or punctured, the trapped air keeps them buoyant and, in a very literal sense, unsinkable. “We tested them in some really rough environments for weeks at a time and found no degradation to their buoyancy,” says Guo, a professor of physics and optics and a senior scientist at the University of Rochester’s Laboratory for Laser Energetics. “You can poke big holes in them, and we showed that even if you severely damage the tubes with as many holes as you can punch, they still float.” Guo and his team could usher in a new generation of marine tech, from resilient floating platforms and wave-powered generators to ships and offshore structures that can withstand damage that would sink traditional steel. Their research highlights the University of Rochester’s knack for translating physics into practical wonder. For reporters covering materials science, sustainable engineering, ocean tech, or innovative design, Guo is the ideal expert to explain why “unsinkable metal” might be closer to everyday use than you think. To connect with Guo, contact Luke Auburn, director of communications for the Hajim School of Engineering and Applied Sciences, at luke.auburn@rochester.edu.