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A Virginia Commonwealth University researcher has developed an alternative method of producing semiconductor materials that is environmentally friendly. Semiconductors are crucial to modern electronics and displays, but they are constructed from toxic solvents. They also are created at high temperatures and pressures, resulting in both environmental damage and high production costs. The new technique has been introduced by Leah Spangler, Ph.D., assistant professor in the VCU College of Engineering’s Department of Chemical and Life Science Engineering, and Michael Hecht, a professor of chemistry at Princeton University. It demonstrates an alternative method to produce semiconductor materials called quantum dots using proteins at room temperature in water, resulting in a more environmentally friendly synthesis method. “This research uses de novo proteins, which are not taken from natural organisms but instead made by design for specific purposes,” Spangler said. “Therefore, this work shows that protein design can be leveraged to control material properties, creating an exciting new direction to explore for future research.” This work builds on natural examples of proteins creating materials, known as biomineralization. But this is the first example that uses de novo proteins made by design to control the synthesis of quantum dots. The study, “De Novo Proteins Template the Formation of Semiconductor Quantum Dots,” was published in the journal ACS Central Science. The work is related to a recent Department of Defense grant to Spangler to test an eco-friendly approach for separating rare earth elements into a refined final product using de novo proteins.
Immigrants in the United States earn 10.6% less than similarly educated U.S.-born workers, largely because they are concentrated in lower-paying industries, occupations and companies, according to a major new study published July 16 in Nature, co-authored by a University of Massachusetts Amherst sociologist who studies equal opportunity in employment. The research—one of the most comprehensive global comparisons of immigrant labor market integration to date—analyzes linked employer-employee data from over 13 million people across nine advanced economies in Europe and North America. The U.S. results, drawn from a unique combination of Census Bureau, earnings and employer data, reveal that only about one-quarter of the wage gap is due to pay inequality within the same job and company. Instead, the majority stems from structural barriers that limit immigrants’ access to better-paying workplaces. “These findings are important because they show that most of the immigrant wage gap isn’t about being paid less for the same work—it’s about not getting into the highest-paying jobs and firms in the first place,” says Donald Tomaskovic-Devey, professor of sociology and founding director of the Center for Employment Equity at UMass Amherst Key U.S. Findings First-generation immigrants with legal status in the U.S. earn 10.6% less than comparable native-born workers. 3.4%, a third of that gap, is attributable to unequal pay for the same job at the same employer. No data was available on second-generation immigrants in the U.S., but other countries showed persistent but smaller gaps into the next generation. The study suggests that efforts to close immigrant wage gaps should focus on increasing immigrants’ access to better jobs and firms. Promising approaches include: Language and skills training Recognition of foreign credentials Access to professional networks Employer anti-bias interventions “Improving job access is essential,” says co-author Andrew Penner, professor of sociology at the University of California, Irvine. “This means addressing the barriers that keep immigrants out of the highest-paying firms and occupations.” As of 2023, immigrants constituted approximately 14% of the U.S. population, totaling over 47 million people. There are approximately 1 million new long-term permanent residents annually. U.S. immigration policy encompasses diverse pathways, including family-based migration, employment-based visas, the Diversity Visa Lottery and humanitarian protection. Immigration has been a defining feature of the U.S. population since its founding, with distinct waves shaped by economic needs, political developments and global conflicts. “For almost 250 years, we have been a nation of immigrants, and this pay gap indicates that we can do more as a country to help people following the paths of our forebears realize the American dream,” Tomaskovic-Devey adds. Global Comparison The study includes 13.5 million individuals in nine immigrant-receiving countries: the U.S., Canada, France, Germany, Denmark, Netherlands, Norway, Spain and Sweden. The U.S. had one of the smallest pay gaps (10.6%) among the nine countries studied. By contrast, Canada showed a 27.5% gap and Spain a 29.3% gap. The most favorable outcomes for immigrants were in Sweden (7% gap) and Denmark (9.2%). The authors identify two main sources of the immigrant-native pay gap: Sorting—Immigrants are more likely to work in lower-paying industries, occupations and firms. Within-job inequality—In all countries immigrants are paid less than natives doing the same job for the same employer, but these gaps are relatively small. Across the nine countries, three-quarters of the 17.9% average wage gap for immigrants was due to sorting; just one-quarter stemmed from unequal pay within jobs. In the U.S., this pattern was consistent: structural job access—not wage discrimination—was the dominant force. The study also exposes persistent disadvantages for immigrants from certain world regions, including Sub-Saharan Africa, Latin America and the Middle East. Across all countries, immigrants from these regions faced larger wage gaps than immigrants from Western or Asian countries. The international research is the latest in a series of high-profile publications from a team spanning over a dozen countries in North America and Europe that has been investigating the dynamics of workplace earnings distributions for the last decade.
Pets and the Texas floods: Owners faced difficult decisions and loss during and after disaster
One of the more overlooked aspects of any disaster is the loss of pets. Many of them become separated from their owners, are badly injured or perish as the result of a hurricane, flood, earthquake or other major event. This was the case in the recent flooding of the Guadalupe River in central Texas, said Sarah DeYoung, core faculty with the University of Delaware's Disaster Research Center. DeYoung can talk about the following aspects related to the tragedy: • The decisions that people have to make during evacuation, particularly for those with companion animals. • The amount of horses along the Guadalupe River, which could be found at the camps and recreation areas. • Pets that go missing after a flash flood, and the role that key organizations play in response and tracking and managing logistics. • The psychological impact on people whose pets were injured or died, who are mourning and making memorials. DeYoung can also discuss maternal and child health in crisis and disaster settings with a focus on infant feeding in emergencies. To set up an interview with DeYoung, visit her profile page and click on the contact button; or send an email to MediaRelations@udel.edu.
If the first few frames are any indicator of a blockbuster movie, hold the 2035 Best Picture Oscar for the Vera C. Rubin Observatory and its ambitious new 10-year project. On June 23, 2025, scientists at the state-of-the-art facility in the mountains of north-central Chile gave the public its first glimpses into the capabilities of its 8.4-meter Simonyi Survey Telescope, equipped with the world’s largest digital camera—a 3.2 megapixel, 6,600-pound behemoth that can photograph the whole southern sky every few nights. Its task is a decade-long lapse record-called the Legacy Survey of Space and Time (LSST). The first shots on that journey have left both the general public and astronomical community in awe, revealing in rich detail a mind-boggling number of galaxies, stars, asteroids and other celestial bodies. “The amount of sky it covers, even in just one image, is unprecedented,” said David Chuss, PhD, chair of the Department of Physics, who viewed the first images with colleagues at an organized watch party. “It’s such high-precision, beautiful detail,” added Kelly Hambleton Prša, PhD, associate professor of Astrophysics and Planetary Sciences. “It’s just mind-blowing.” What Makes Rubin and LSST So Unique? Simply, this revolutionary instrument, embarking on an equally revolutionary initiative, will observe half the sky to a greater depth and clarity than any instrument ever has before. Consider this: "The Cosmic Treasure Chest" image released by Rubin contains 1,185 individual exposures, taken over seven nights. Each one of those individual exposures covers 10 square degrees of night sky, which is about the same as looking up at 45 full moons positioned around one another. It may seem like a small size, but click the image yourself, and zoom in and out. The amount of sky captured in that range—enough to show roughly 10 million galaxies—is astounding. Per the Observatory, “it is the only astronomical tool in existence that can assemble an image this wide and deep so quickly.” “At the end of 10 years, Rubin will have observed 20 billion galaxies, and each night in that time frame it will generate 20 terabytes of data,” Dr. Hambleton Prša said. “And, because Rubin has so many different filters, we get to see the same objects in so many different ways.” According to Dr. Hambleton Prša and Dr. Chuss, the power and precision of the Rubin LSST, combined with the shear area of the sky that will be observed, will allow for an incredibly in-depth study of myriad objects, processes and events in ways nobody has ever studied them before. “For example, in our galaxy, we expect to observe only two supernovae per century,” Dr. Hambleton Prša said. “But we're observing 20 billion galaxies. For someone studying this phenomenon, the number of supernovae that they’re going to observe will be off the charts. It is an exquisite survey.” It will also provide insight into the universe’s oldest and most puzzling enigmas. “Rubin is able to look back into our universe at times when it was much smaller during its expansion and really address some of these incredible mysteries out there, like dark energy,” Dr. Chuss said. “We know the universe is expanding and that this expansion is accelerating. Rubin will trace the history of that acceleration and, from that, provide insight into the physics of the mysterious dark energy that appears to be driving it.” To enhance the technological capabilities of its instrument, scientists were invited to contribute towards the selection of the observing strategy of the telescope. The Rubin team took into consideration continual input from the astrophysics community, separated into what they call “science collaborations.” To achieve this, the Rubin team generated proposed simulations for collecting observations, which the science collaborations then assessed for their specific science goals. “The Rubin team then iterated with the science collaborations, taking into account feedback, to ultimately obtain the best strategy for the largest number of science cases,” Dr. Hambleton Prša said. Dr. Hambleton Prša is the primary contact for the Pulsating Star Subgroup, which is part of the Transients and Variable Stars Science Collaboration, the science collaboration that focuses on objects in the sky that change with time. She was the lead author among 70 co-authors on the roadmap for this science collaboration, underscoring the significant scale of community participation for each of these areas. Joined Under One Sky Dr. Hambleton Prša, Dr. Chuss and other members of the Astrophysics and Planetary Sciences Department and Department of Physics at Villanova have a vested interest in Rubin and the LSST project. In April, the two departments joined forces to launch The Villanova One Sky Center for Astrophysics, co-directed by the two faculty members. With goals to elevate the University's longstanding record of research eminence in astronomy and astrophysics and create opportunities for more students to access the disciplines, the Center partnered with the Rubin Observatory to help realize the mission. Both Villanova and Rubin share a similar vision on expanding access to this broad field of study. Fortuitously, the launch of The Villanova One Sky Center coincided with the initial data released from Rubin. What will result, Dr. Chuss says, will be a “truly awesome impact on both our Center and institution.” Dr. Hambleton Prša will advance her own research of pulsating stars, and Andrej Prša, PhD, professor of Astrophysics and Planetary Science and the primary contact for the Binary Star Subgroup, will broaden his study of short-period binary stars. Joey Neilsen, PhD, associate professor of Physics, will expand his research in black hole astrophysics. Becka Phillipson, PhD, an assistant professor of Physics, who recently led a proposal for Villanova to join the Rubin LSST Discovery Alliance, aims to increase the scope of her study of chaotic variability of compact objects. Dr. Chuss, who generally works on infrared and microwave polarimetry, which is “outside the wavelength ranges of Rubin” is interested in its complementarity with other observations, such as those of the cosmic microwave background—the oldest light in the universe—and the evolution of the large-scale structure of the universe. Subjects, he says, which are “exactly in the wheelhouse for Rubin.” Other faculty members are interested in topics such as how Rubin’s observations may change the knowledge of both the history and structure of our solar system and the population of Milky Way satellite galaxies. That is not to mention, Dr. Hambleton Prša points out, the daily 20 terabytes of data that will become available for students and postdoctoral researchers under their tutelage, who will be heavily involved in its analysis for their own projects and ideas. “This partnership is going to greatly increase our opportunities and elevate our profile,” Dr. Chuss said. “It will make our program even more attractive for faculty, postdocs and students to come and to share their knowledge and expertise. “Together, we will all have access to an incredible movie of this epoch of our universe, and the knowledge and surprises that come with it along the way.”
L to R: Professor Helen Wood, Annika Allen and Nadia Afiari (Image: Simon Roberts Photography) Aston University’s Professor Helen Wood led the research for Black Leaders in TV, a company championing Black TV professionals Black in Focus is the first report of its kind and highlights the prevalence, with 92% of respondents reporting prejudicial or discriminatory experiences Recommendations for improvements include mid-career support, changing how Black stories are commissioned and tackling racism and bullying. Black television professionals in the UK’s television industry continue to face persistent barriers to career progression, with progress towards equity and inclusion very slow, according to new research led by Aston University academics. The report, Black in Focus, was produced in partnership with Black Leaders in TV, a company set up to champion Black professionals in the UK television and content creation industry, committed to bridging the representation gap and creating a more inclusive and innovative industry. The research group was led by Professor Helen Wood, a professor of media and cultural studies at Aston University. It also included Aston University’s Dr Killian Mullen and Dr Priya Sharma, alongside Dr Jack Newsinger, associate professor in cultural industries and media at the University of Nottingham. The researchers surveyed 164 Black mid-career television professionals to learn about their experiences. While entry-level diversity efforts have sparked positive change, the researchers say that respondents generally see this as performative, with little genuine progress at mid and senior levels. Of those surveyed, 92% reported experienced microaggressions at work, defined as subtle, often unintentional, comments or actions that express prejudice or discrimination towards them, such as being mistaken for a taxi driver or colleagues continually mispronouncing a name. 80% stated that their careers in television have negatively impacted wellbeing. Almost three-quarters (74%) of respondents said they had been ignored or excluded at work One of the biggest problems highlighted is a persistent ‘club’ culture with career progression often based on informal networks and hires. 91% of the survey respondents reported having no friends or family in the industry, blocking wider access and opportunity. Many Black television professionals still report being labelled as ‘diversity hires’, which negatively impacts their confidence and feeling of belonging in the industry. Black-Caribbean respondents and those from working-class backgrounds report heightened feelings of exclusion. Another major problem found by the report is in programme commissioning, with Black stories often viewed as commercially risky, leading to missed opportunities for richer, more authentic storytelling. The recommendations for improvement are grouped into four categories - breaking the mid-career bottleneck, commission, diversity initiatives, and racism, bullying and inclusion failures. To help with career bottlenecks, the authors’ suggestions include developing a national fellowship scheme to offer structured leadership training, shadowing, and commissioning exposure for Black professionals, setting up a centralised database for Black talent and supporting Black creatives though industry showcases. The television industry could tackle the problems with commissioning for example by incentivising Black-led narratives and requiring commissioning teams to complete anti-bias training. Diversity initiatives should move away from entry-level programmes towards structural change. This includes moving away from informal, network-based recruitment to structured, clear processes, and formalising promotion pathways. The television industry can tackle racism and bullying through zero-tolerance harassment policies, independent reporting mechanisms and sanctions, inclusive leadership training and developing mental health resources specifically tailored to Black professionals. Professor Wood said: “We can hear the voices of frustration in this survey and the data is clear about the problems. It’s time for the industry to use this evidence to take the next steps to deliver real, systemic change.” Black Leaders in TV founders Nadia Afiari and Annika Allen Gray said: “The findings make clear that, for UK television to truly reflect its diverse audiences and unlock creative innovation, the industry must move beyond surface-level diversity efforts. There needs to be support in place for Black professionals, greater transparency in recruitment and progression, and a fundamental shift towards inclusive, equitable workplace cultures.” Visit https://www.aston.ac.uk/sites/default/files/2025-07/Black_in_Focus_report.pdf to read Black in Focus in full.
Taming "The Bear": Villanova Professor Examines Workplace Toxicity in FX's Acclaimed Series
In the latest season of FX’s award-winning series “The Bear,” lead character and chef Carmen “Carmy” Berzatto finds himself at a crossroads. A culinary genius, Carmy has successfully overseen the reinvention of his family’s Italian beef shop as a high-end restaurant—shepherding a dedicated, if unpolished, crew of sandwich makers into a world of haute cuisine, fine wine and elevated service. However, over the course of this transition, his exacting standards have contributed to a culture of anxiety, dysfunction and resentment in the workplace. Despite staff members’ professional and personal growth, tempers still flare like burners on a range, with Carmy’s obsessive attention to detail and single-minded pursuit of perfection spurring conflict. By season’s end, grappling with the fallout from a mixed review seemingly influenced by the back-of-house “chaos,” the chef is forced to confront a complicated and thorny question: Am I getting in the way of my own restaurant’s success? Carmy’s dilemma, while fictional, reflects the very real challenges many modern businesses face when excellence is prioritized at the expense of psychological safety and workplace harmony. Per Manuela Priesemuth, PhD, who researches toxic work climates, aggression on the job and organizational fairness, the warning signs are all too frequently overlooked in high-pressure environments like restaurants. “Some high-stakes industries have a characteristic of having toxic behavior more accepted,” says Dr. Priesemuth. “When it’s more accepted or normed, it’s a real problem.” As she explains, workers in the food service industry, much like medical professionals in an operating room or military personnel in a combat zone, have a tendency to view measured communication and thoughtful interaction as a luxury or even, in some cases, a hindrance. Essentially, there’s a common misconception that working with an edge—yelling orders, avoiding dialogue and berating “underperformers”—gets the job done. “In all of these high-stakes environments where it’s thought there’s leeway to talk negatively or disparagingly, people are mistaken in the productivity result,” Dr. Priesemuth says. “It actually changes for the better in positive climates, because people who are treated with dignity and respect are better performers than those who are mistreated.” To Dr. Priesemuth’s point, research increasingly shows that workplace culture, not just talent or technical ability, is an essential driver of organizational success. In an environment like Carmy’s kitchen, where pride and passion often give way to personal attacks and shouting matches, the on-the-job dynamic can effectively undermine productivity. What may begin as an intended push for excellence can instead result in burnout, high turnover and weakened trust—outcomes that are especially problematic in collaborative, fast-paced industries like hospitality. “There’s even evidence that abusive behavior in restaurant settings can lead to food loss,” shares Dr. Priesemuth. “So, there is a sort of retaliation from the employees who are going through this experience, whether it’s measured [in profit margins] or impact on the customer.” In order to prevent these less-than-ideal outcomes, businesses should take steps proactively, says Dr. Priesemuth. More specifically, they should clearly articulate their values and expectations, considerately engage with their staff’s opinions and concerns and consistently invest in their employees’ growth and development. In the world of “The Bear,” a few of Carmy’s managerial decisions in the second season could be seen as moves in the right direction. At that juncture, he was leveraging his industry connections to provide his restaurant’s staff with the tools and training necessary to thrive in Chicago’s fine dining scene, building skills, confidence and goodwill. “If you give people voice—such as input on the menu, for example, or more autonomy in completing a certain task—it boosts morale,” says Dr. Priesemuth. “It helps people feel that they have input and that they are valued members of the team; it’s this sort of collaborative, positive relationship that increases commitment and performance.” Establishing this type of work culture, grounded in open communication, mutual respect and a shared sense of mission, takes concerted effort and constant maintenance. In situations in which toxicity has already become an issue, as it has in Carmy’s kitchen, the task becomes decidedly more difficult. Typically, it demands a long-term commitment to organizational change at the business’ highest levels. “Adjusting the tone at the top really matters,” says Dr. Priesemuth. “So, if the owner were to treat their chefs and waiters with the dignity and respect that they deserve as workers, that also trickles down to, for example, the customer.” A leader’s influence on workplace morale, she contends, is nuanced and far-reaching. When those in charge model a lack of empathy or emotional distance, for instance, a sort of toxicity can take root. Likewise, when they repeatedly show anger, animosity or frustration, those same feelings and attitudes can have an ingrained effect—regardless of a staff’s talent or ability. Given the outsized role owners, supervisors and managers play in shaping organizational culture, Dr. Priesemuth further notes, “Leaders must also feel that they’re being supported. You can’t have someone who’s exhausted, works 80 hours a week and has relationship and money issues and expect them to say, ‘What are your problems? What do you need?’” In many ways, her insights speak directly to the struggles Carmy faces and prompts throughout “The Bear’s” run. At every turn, he’s dogged by family and relationship troubles, mounting financial pressures and unresolved trauma from a past role. Ultimately, as would happen in real life, his difficulty in healthily processing and addressing these issues doesn’t just harm him; it affects his staff, manifesting itself as a need for control and a crusade for perfection. “There are spillover effects from your own personal life into your job role. In the management field, that has become increasingly clear,” says Dr. Priesemuth. “Whatever you’re going through, whether it’s from an old job or something personal, it will automatically spill over into your current work life and your interactions. And, vice versa, what’s happening to you at work will [impact you off the clock].” In dramatic fashion, the fourth season of “The Bear” concludes with Carmy acknowledging as much. Determining that there are other aspects of his life desperately in need of attention, he surrenders the reins of his business to chef de cuisine Sydney “Syd” Adamu and maître d’hôtel Richard “Richie” Jerimovich, appointing them part-owners. While the soundness of this decision remains a subject for the show’s next season, Carmy justifies the move with a blunt admission: “It’s the best thing for the restaurant. We have to put the restaurant first… I don’t have anything to pull from.” In the end, in both “The Bear” and management studies, there’s an understanding that building healthy and productive work environments requires active engagement and positive reinforcement on the part of leadership. In a sense, creating a strong work culture is shown to be a lot like preparing a phenomenal meal; it’s a matter of attentiveness, patience and care. Without those ingredients, the result could very well be a recipe for disaster.
ChristianaCare and Children’s Hospital of Philadelphia (CHOP) today announce a new strategic affiliation to expand access to world-class pediatric care in Delaware and surrounding communities. The collaboration, which is expected to begin in spring 2026, will enhance access to specialized pediatric care by bringing CHOP’s renowned expertise closer to home for families in the communities ChristianaCare serves in Delaware, Maryland, Pennsylvania and New Jersey. By integrating CHOP’s services with ChristianaCare’s established network, the collaboration will improve care delivery, making advanced pediatric treatments more accessible and reducing the need for families to travel long distances for care. A Bold Step Forward in Pediatric Care “This collaboration brings together two amazing organizations that are already nationally recognized for clinical excellence—and we’re going to be even better together,” said Janice E. Nevin, M.D., MPH, president and CEO of ChristianaCare. “Our affiliation with CHOP marks a bold step forward in our mission to provide the highest quality care to children and families across the communities we serve. These are uncertain times for many parents with young children in need of routine or complex medical care. ChristianaCare and CHOP are joining forces to provide world-class care, close to home, at a time when it’s needed most.” “Bringing seamless, family-centered care to our patients is a priority at Children’s Hospital of Philadelphia,” said Madeline Bell, CEO at Children’s Hospital of Philadelphia. “As one of the region’s most dynamic health systems, ChristianaCare has earned a national reputation for its bold approaches to both clinical care and innovation. Our new affiliation is driven by a shared vision: redefining what is possible in health care and ensuring that every patient — at every stage of life — receives the highest standards of care, from infancy through adulthood.” “Our team at ChristianaCare is excited to work closely with Children’s Hospital of Philadelphia to bring even more specialized care to our community,” said Megan Mickley, M.D., chair of Pediatrics at ChristianaCare. “CHOP’s leadership in pediatric medicine will complement the outstanding care already provided at ChristianaCare, ensuring that our youngest patients receive the most advanced treatments in a compassionate and supportive environment.” Initial Focus and Future Growth This affiliation between ChristianaCare and CHOP represents a significant increase in access to world-class pediatric care for communities in Delaware, Maryland, southeast Pennsylvania and southern New Jersey. CHOP, a global leader in pediatric care and research for over 165 years, is consistently ranked among the top children’s hospitals in the country, known for pioneering breakthroughs across a breadth of pediatric care areas. The affiliation will include all ChristianaCare hospitals and locations where pediatric emergency and inpatients are cared for. The collaboration will initially focus on pediatric and neonatal services. Patients at ChristianaCare will have access to CHOP’s expertise in rare and complex diseases and a wide range of newborn and pediatric services, including surgery, cardiology, neurology, radiology, ophthalmology and genetics, as well as educational and research opportunities. As the collaboration grows, it will explore further opportunities to expand pediatric care and improve health care delivery in the region.
Picture this: a group of women in their 50s and 60s who've collectively decided to stop caring about chin hairs, laundry schedules, and everyone else's opinions. Sound liberating? It should. The New York Times recently profiled Melani Sanders, founder of the "We Do Not Care Club"—a crew of perimenopausal and menopausal women living by one fabulous rule: NO RULES! Their motto might as well be "Chin Hair, Laundry, Your Opinion: We Don't Care." While targeted at a younger demographic, the spirit of this movement resonates loudly among retirees, especially those dancing into their 70s and 80s, with less concern for public opinion and a greater commitment to living life to the fullest. But here's the thing—this "liberation" isn't just about attitude. There's actual neuroscience behind why we become more authentic versions of ourselves (and sometimes more blunt) as we age. Brain Aging & Inhibitory Control Let’s start with the science before we move into sass. Frontal lobe shrinkage: Researchers, including Stephanie Wong, a Research Fellow and Clinical Neuropsychologist, are studying how changes in the brain impact inhibitory control and social cognition as we age. Research shows that as we age, the prefrontal cortex—the brain’s internal social bouncer—begins to shrink. That means less inhibition, more "Oops, did I say that out loud?" moments. Inhibition deficits: Research published in the APA Journal of Neuropsychology shows that older adults find it more challenging to ignore distractions or hold back their impulses. Tasks like "stop-signal" tests reveal a clear decline in impulse control. Disinhibition causes behaviour shifts. Sometimes charming, sometimes awkward. If it's just being unusually honest, that’s one thing. If it's full-on undressing in the produce aisle, it might be time to see a doctor. Particularly with frontotemporal dementia, disinhibition can be a serious warning sign. Emotional Wisdom: Who Cares? Here’s the upgrade part of aging: • Less shame, more self-acceptance. Turns out, as you get older, you care less if Karen from yoga thinks you talk too much. • Socioemotional selectivity theory. As we become aware that time is limited, we stop pretending. Why waste valuable hours pretending to enjoy kale chips or dull book clubs? When to Be Concerned • Normal aging: Some verbal slips, occasional public flatulence, and quirky jokes. • Red flags: Rude outbursts, memory lapses, risky behaviour, and dramatic personality shifts. That might signal more than "aging into your truth." • Impulsivity warning: High impulsivity in older adults can sometimes be associated with early-stage cognitive decline. When uncertain, discuss it—preferably with a professional. TL;DR • Physical: Brain shrinkage leads to fewer filters. • Emotional: Less time means less pretending. • Caution: Disinhibition and cognitive issues suggest it's time for a check-up. Crafting Your Identity After 60 (Before Someone Else Does It for You) Let’s be honest: You already have a brand. Even if you never wrote a tagline or hired a designer, your brand is what people whisper (or shout) about you when you leave the room. It’s how you show up, how you age, and whether you become known as: "The Cranky Codger Complaining About the Price of Lettuce" or "The Glamorous Grandma with a TikTok Following." If you don’t brand yourself, trust me—someone else will. And they might not be as flattering. The Branding Trap of Aging Aging often loosens the filter and tightens the waistband. That’s just biology. But if we’re going to become more blunt, forgetful, and comfortable saying whatever pops into our head, shouldn’t we decide who we want to be first? Instead of becoming The Know-It-All, The Debbie Downer, or The Hovering Grandparent, why not become: • The Mentor • The Lifelong Learner • The Sexy Sensei with Killer Dance Moves And let’s not forget: most of us swore we’d never become our parents. Spoiler alert: unless you act intentionally, you’re heading in that direction, with even worse tech skills. Timing Is Everything (And Also Totally Forgiving) The best time to plant a tree? 30 years ago. The second best? Right after you finish this blog, brush Dorito dust off your fingers, and take action. It’s never too early or too late to develop your personal brand. Think of it as building compound interest, but for your character. Start now before you need a doctor’s note for skinny jeans. Build a Brand That Outlasts Your Wi-Fi Password The goal? Shape a brand that becomes your legacy. Something grandkids remember, communities admire, and mirrors reflect with pride. I’m aiming for Hip, Fit & Financially Free. That means: • Eating like I care • Moving daily • Sleeping like it’s my side hustle • Managing money like I want it to stick around • And fiercely guarding my energy from sugar crashes and toxic people Avoid These Unintentional "Elder Brands" • The Cranky Codger: Complains constantly, hates oat milk, gives paper cuts with sarcasm. • The Sweet Old Lady: Harmless and charming—and almost invisible. So sweet, she could give you cavities. Stands for nothing, falls for everything. • The Know-It-All: Believes Google exists solely to confirm their opinions. • The Nona/Nono: Helicopter grandparenting, over-involved, uses spit to clean your face in public. Attract These Brands Instead: 1. Glammy or Glampa 2. Wise Old Owl 3. Sexy Sensei 4. Unstoppable Opa Tips for Maintaining Youth in Mind, Body & Spirit 1. Hang out with younger people—use their slang, apps, and playlists. 2. Volunteer—Gratitude is more effective than Botox. 3. Mentor—your wisdom is not meant for hoarding. 4. Move every day—your joints might protest now, but they'll thank you later. 5. Protect your energy—eat healthy, sleep well, say no to nonsense. 6. Be mindful of your screen time—doomscrolling drains your spirit. 7. Keep learning—new languages, new tech, and new ways to be awesome. Legacy is the Long Game You don’t need to run marathons at 85 (though if you do, I’ll cheer wildly). But you should ask: "How do I want to be remembered?" Learn Italian at age 70. Take a gap year at 65. Get an MBA at 69 (worked for me!). Write your eulogy and then live it. Age isn’t a liability. It’s your proof of resilience. Now’s your opportunity to demonstrate that to the world. So, what’s your brand, Boomer? Because like it or not, you’ve got one. It’s showing up in every family dinner, work Zoom, golf game, and passive-aggressive Facebook post. The only question is — did you choose it… or did you just inherit the ‘We Do Not Care Club’ starter pack? Maybe we don't care about chin hair, laundry, or your opinion — but we do care about how we’re remembered. That’s your real brand, Boomer. So, you can either define it — or let your grandkids do it for you… and trust me, they’ve already got the group chat ready! So go ahead. Print those business cards that say something fabulous. Brand Strategy at Any Age: Intend it. Live it. Leave it behind. Stay hip. Stay fit. Stay financially free. And stay tuned. There’s more coming next week. Spoiler: There will be laugh lines and a squat rack. Don’t Retire … Re-Wire! Sue
DARPA awards VCU $4.875 million for development of modular drug manufacturing platform
The Defense Advanced Research Projects Agency (DARPA) is funding a $13M grant for a Rutgers University and Virginia Commonwealth University (VCU) partnership through the EQUIP-A-Pharma program, with $4.175 million to James Ferri, Ph.D., professor in the Department of Chemical and Life Science Engineering at VCU, to develop a modular manufacturing platform for sterile liquid drug products. The 24-month grant supports Ferri’s project, “Modular Manufacturing of Sterile Liquid Drug Products,” which develops a continuous manufacturing platform capable of producing highly potent drug substances such as albuterol sulfate and bupivacaine hydrochloride. These drug substances are for use in sterile liquid products, where compliance with purity of the active pharmaceutical ingredient (API) and impurity profiles are characterized and controlled in real time throughout the manufacturing process. “This work enables agile continuous manufacturing of drug substance and end-to-end drug product manufacturing of several highly potent drug substances with real time quality control,” Ferri said. “The combination of dynamic modular operation and real-time quality control will increase the supply of critical medicines in the United States.” Drug shortages continue to receive national attention, with albuterol sulfate and bupivacaine hydrochloride both appearing on the U.S. Food and Drug Administration drug shortage list within the past year. The project develops technologies that enable distributed manufacturing approaches to essential medicines currently in shortage in the United States. The platform incorporates several innovative features including continuous flow synthesis for improved process performance, online spectroscopy for real-time quality control, and modular unit operations that can be rapidly configured for different drug products. Key technologies include heterogeneous catalytic flow reactors, in-line purification systems and advanced process analytical technologies. The continuous manufacturing approach offers significant advantages over traditional batch manufacturing, including improved process control, reduced waste and the ability to produce medicines closer to the point of care. The modular design enables rapid deployment and flexible manufacturing of multiple drug products using the same platform. Ferri is collaborating with researchers from Rutgers University on the project, which began in August 2024. The platform is designed to fit within a standard shipping container, enabling distributed manufacturing capabilities. The research directly addresses national security concerns about pharmaceutical supply chain vulnerabilities while advancing the field of continuous pharmaceutical manufacturing. Students involved in the project gain experience in cutting-edge manufacturing technologies that are increasingly important in addressing global health challenges.
Dr Katie Edwards studied the feeding practices of parents of children with ‘avid’ eating traits, which can lead to obesity Focusing on health or deciding when it is time for a meal or snack helps parents to use supportive feeding practices. Supportive feeding practices could include involving children in decisions about food, or sitting together for mealtimes New research from Aston University has shone a light on the best ways for parents to encourage healthy eating in their children. The team of academics from Aston University’s School of Psychology, led by Professor Jacqueline Blissett, with Dr Katie Edwards as the lead researcher, looked at the meal- and snack-time practices of parents of children with ‘avid’ eating behaviours. ‘Avid’ eaters, who make up around 20% of children, particularly love food, are often hungry and will eat in response to food cues in the environment and their emotions, not just when they are hungry. They are the most susceptible to obesity and therefore encouraging a healthy, balanced diet is vital. Feeding children with avid eating behaviours can be challenging and the researchers wanted to understand how factors in everyday life, such as parent mood or eating situations, influence the feeding practices that parents use. Understanding this can help to create better support for families around meal and snack times and reduce the risk of children developing obesity. Dr Edwards says that the research shows that when parents prioritise children’s health or decide when it is time for a meal or snack, parents are more likely to use supportive feeding practices which create structure around meal or snack times or encourage children to be independent with their food choices. For example, parents could sit and eat with their children, choose what food is available for their children, or involve children in decisions about what food to eat. She adds that there are three main things that parents can do to help encourage healthy eating behaviour. The first is to focus on health, by providing nutritious and balanced meals. The second is to ensure a calm and positive atmosphere during eating occasions. The final recommendation is that parents should take the lead on setting meal- and snack-times, with a good structure being three meals and two snacks a day. These recommendations are linked to parents’ use of supportive feeding practices which are known to encourage children’s healthy eating. To carry out the research, the team recruited parents of children aged 3-5 with avid eating behaviour and asked them to download an app to their smartphones. The app sent four semi-random reminders per day for a 10-day period, asking them to complete a survey with information about mood and stress levels. Every time a child had a meal or a snack, or asked for food, parents completed another survey to give information about feeding practices (including those which give children structure, or independence, around food), mealtime goals (such as prioritising healthy eating), and information about the mealtime setting (such as the atmosphere). Previous research from this team at Aston University identified four main eating traits in children. As well as ‘avid’, the other traits, not studied here, are ‘typical’ eaters, who have no extreme behaviours, ‘avoidant’ eaters, who are extremely fussy, and ‘emotional’ eaters, who eat in response to emotions but do not necessarily enjoy food in the way that avid eaters do. Dr Edwards was also involved in the team’s research at Aston University that showed that parents’ eating behaviour influences that of their children. Dr Edwards said: “Given the challenges that parents may face and the risk of childhood obesity, we will use these findings to develop feeding support for families. Encouraging parents to use feeding practices which provide structure around meal and snack times, or promote children’s independence with food, could be helpful for supporting children’s healthy eating. Read the full paper in the International Journal of Behavioral Nutrition and Physical Activity at https://doi.org/10.1186/s12966-025-01768-x.
