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Aston University economists say Prime Minister can reduce UK trade vulnerability with China visit
Greenland episode exposed UK’s lack of effective response to economic coercion from allies Research shows tariff retaliation would have cost the average UK household up to £324 per year Economists say China visit is “portfolio risk management” – diversification reduces vulnerability. The Prime Minister’s visit to China – the first by a British PM since 2018 – is an opportunity to reduce the UK’s vulnerability to economic coercion, according to new research from Aston University. A policy paper from Aston Business School’s Centre for Business Prosperity analyses the January 2026 Greenland tariff episode, when President Trump threatened and then withdrew tariffs on eight European countries. The researchers found that the UK had no good options: retaliation would have made Britain worse off, while absorbing the tariffs left Europe without credible deterrence. Director of the centre for business prosperity, Professor Jun Du, said: “The Greenland episode was a wake-up call. When your principal security ally threatens economic coercion, the old assumptions about who is safe and who is dangerous no longer hold. “The PM’s China visit should be framed as portfolio risk management – building diversified trading relationships that reduce the UK’s exposure to any single partner. Just as investors don’t put all their money in one stock, countries shouldn’t put all their trade into one basket. A UK with multiple strong partnerships is harder to pressure, whether the pressure comes from Washington or Beijing.” The research found that coordinated UK–EU tariff retaliation would have cost British households up to £324 per year – the worst outcome modelled. But the authors argue that Europe has untapped leverage elsewhere: the US runs a €148 billion annual services surplus with the EU, and mutual investment exceeds €5.3 trillion. Associate professor of economics and co-author, Dr Oleksandr Shepotylo, said: “Tariff retaliation fails because it hurts consumers and distorts the economy – the retaliator suffers similarly to the target. But Europe has cards it isn’t playing. Services, investment screening, and regulatory access are pressure points where Europe can respond effectively.” UK exports to China fell by 10.4% in the year to Q2 2025, with goods exports down 23.1% – the sharpest decline among major trading partners. The researchers argue that this closes off the UK’s largest alternative market at precisely the moment US reliability is in question. The paper identifies three priorities for UK policy: Recognise the permanent incentives behind US tariffs. US tariff revenue hit $264 billion in 2025. Trade negotiations alone cannot resolve revenue-driven policy. Build UK–EU coordination on non-tariff instruments. Services, investment, procurement, and regulation offer leverage that tariffs do not. Treat China engagement as portfolio risk management. Concentration in any single market creates vulnerability. Diversification is not about picking sides – it’s about resilience. Professor Du added: “The question for the Prime Minister is whether to use this breathing space to build resilience – or wait for the next Greenland.” To read the policy paper in full, click on this link:
Baby, It's Cold Outside… And That's No Joke for Seniors
How cold is it? • It's so cold I saw a dog stuck to a fire hydrant. • It's so cold my words froze mid-air and my neighbour had to thaw them out to hear what I said. • It's so cold, I just saw a politician with his hands in his own pockets. Okay, I'm joking—but just a bit. Because while I enjoy a good cold-weather quip, hypothermia isn't funny. Currently, this severe Arctic blast is gripping Canada and large parts of the United States, dropping temperatures 20–40°F (11–22°C) below seasonal norms across a 2,000-mile stretch of North America. Nearly 80 million people are under winter storm warnings. Power outages are anticipated. Roads could be impassable. Travel is about as appealing as a root canal in a snowstorm. For many seniors on both sides of the border, this isn't just an inconvenience—it's a real safety risk. The Cold, Hard Stats (Brace Yourself) Looking at the research I couldn't believe what I found: Older adults are more than 5x as likely to die from hypothermia as younger adults (Kosatsky et al., 2015). In the U.S., approximately half of all hypothermia deaths are people over 65 according to data from the CDC. In Canada, adults over 75 are more than 5 times more likely to die from hypothermia than younger adults—and 87% of those deaths happen right in their own homes. (StatsCan Health Infobase ) Read that again. Slowly. Not on frozen lakes. Not stranded on highways. Instead, in familiar living rooms. Sitting on well-worn couches. Beneath afghans crocheted by someone who loved them. Why Your Body Becomes a Cold -Weather Traitor Our bodies change as we age, and not in the fun "I've earned every wrinkle" way. The insulating fat layer under the skin thins. Circulation slows. Metabolism drops like your interest in small talk. Certain medications—prescription and over-the-counter cold remedies—can interfere with temperature regulation and awareness. Your body's thermostat? It's on the fritz. Here's the math: Hypothermia doesn't require a blizzard. It can begin indoors when temperatures fall below 65°F / 18°C. And here's the truly dangerous part: hypothermia affects the brain first. Judgment declines before shivering becomes severe. You don't realize you're in trouble. You just feel "a bit chilly" while your core temperature quietly drops. Stop Acting Your Age! (But Also... Dress as if you know your age) I'm all for embracing life at every stage—hiking to Everest Base Camp at 60-something, teaching Zumba, and that MBA thing at 70, refusing to "act your age." But embracing life in this weather requires wisdom, not bravado. Cold weather brings real risks: • Slips and falls on icy surfaces (and no, we don't bounce like we used to) • Increased risk of heart attack and stroke because cold thickens the blood • Respiratory infections that linger far too long • Frostbite on fingers and toes • Hypothermia that clouds thinking before any alarms sound. The Indoor Survival Guide—Keep Up (Yes, You Can Get Hypothermia at Home) Set the thermostat to at least 68–70°F (20–21°C). This is not a time to be a miser. Heating bills can be expensive, but hospital stays are even more costly. And they don't even give you warm blankets anymore. Layer like a pro. This is not the time for fashion minimalism. Think: • Long underwear or thermal leggings • Pyjamas under clothes • Stockings or tights under pants • Two pairs of socks • Warm boots with good tread (essential for any outdoor ventures) • Shirts layered under sweaters When it's this cold, if you still own leg warmers—congratulations. Wear them. The warmth is worth the call from the '80s asking for them back. Hats indoors are permitted. This isn't a fashion show; it's survival style. You lose a lot of body heat through your head. Emulate your inner Elmer Fudd if you need to. Carbon monoxide alarms are essential & in many areas legally required. When temperatures drop, people get creative—and desperate. Space heaters, fireplaces, generators, kerosene heaters, or (please, dear God, don't) using gas ovens for heat. That last one is about as safe as texting while skydiving. And here's an important PSA: Starting January 1, 2026, Ontario's updated fire code mandates a functioning carbon monoxide alarm on every level of homes that have fuel-burning appliances. Remember to test alarms when you change your clocks for daylight saving time—it's easy to do, and not easy to forget. Block drafts like you're defending a castle. Roll towels under doors, seal windows, close unused rooms, open curtains during sunny days, and close them tightly at night. Check your medications. Ask your pharmacist or doctor if any prescriptions or over-the-counter remedies influence temperature regulation or alertness. Knowledge is power—and warmth. Check Food & Other Supplies. If venturing out feels risky, order groceries for delivery. Services like Voilà by Sobeys, Instacart, PC Express, and many local grocers deliver directly to your door. This isn't laziness—it's smart risk management. Most delivery services are free or inexpensive, especially when compared to the alternative: icy sidewalks, falls, broken hips, or getting stranded in extreme cold while wearing inadequate footwear because "it's just a quick trip." Clear Your Snow. Snow and ice hinder movement. Limited movement results in isolation. Isolation worsens depression and cognitive decline. Clear snow isn't just about safety—it's about dignity. Pro Tip: Protect Your Pipes (and Your Wallet). Winter power outages can mean burst pipes and serious water damage. If you expect a prolonged outage: • Know where your main water shut-off is • Turn it off • Open faucets to drain the lines It feels extreme—until it doesn't. Until you're standing in three inches of water at 2 a.m., wearing your emergency leg warmers. Know or Live Near an Older Adult? Here's Your Cold Weather Action Plan Don't ask if they need help—just do it. Clear the porch. Shovel a path. Salt the steps. Think of it as the winter cousin of snow angels: shovel angels. Be one! When people Are Shut In—Go check in with them. For those stuck indoors, reach out by video, not just text or voice. Seeing someone tells you far more than hearing "I'm fine." Use FaceTime, Zoom, WhatsApp, or Google Meet. Do this with older people you know. Because pride prevents people from asking for help. Shame prevents people from being honest—about empty fridges, sleeping in mittens, or wearing coats to bed. Look for these signs: • Confusion or slurred speech • Shivering—or lack of it (paradoxically dangerous) • Pale or bluish skin • Slow movements or lack of coordination • Extreme fatigue Know When to Call for Help If something feels off, err on the side of safety. In Canada: • Telehealth Ontario: 1-866-797-0000 • Quebec: 811 • Other provinces: Know your local health line If you notice any signs of distress—confusion, chest pain, shortness of breath, severe cold exposure—or if you're unsure, call 911. Cold-related emergencies escalate rapidly. The Culture Shift We Need—Right Now Cold snaps reveal faults in our systems and communities. This is the time to foster a check-in culture: a call, a knock, a cleared walkway, groceries dropped at the door. Preparation matters. Connection matters more. Winter is temporary. The habits we build to take care of one another are not. Be cool—and stay warm out there, friends. Sue Don’t Retire… Rewire! What are your best winter safety tips? Share them—because staying warm is better when we do it together. Want more of this? Subscribe for weekly doses of retirement reality—no golf-cart clichés, no sunset stock photos, just straight talk about staying Hip, Fit & Financially Free.
As sustainability moves from niche topic to boardroom central, companies face an increasingly complex global environment of regulatory divergence, disclosure demands and reputational risk. A recent article by J.S. Held's John Peiserich examines how multinational firms can respond effectively to the “crosscurrents” of ESG compliance, litigation exposure and evolving definitions of corporate responsibility. John Peiserich specializes in environmental risk and compliance. With over 30 years of experience, John provides consulting and expert services for heavy industry and law firms throughout the country with a focus on Oil & Gas, Energy, and Public Utilities, including serving as an expert witness in arbitration proceedings and in state and federal courts. View his profile here Key Insights: Sustainability now touches every major business function — environmental, social, and governance — and must be embedded in strategy rather than treated as an add-on. Regulatory landscapes are diverging: while the U.S. federal approach remains fragmented, individual states like California are moving ahead with mandatory climate and emissions-related corporate disclosures. In contrast, the European Union’s Green Deal and related frameworks promote a more unified regulatory model, creating operational tension for multinational corporations. Litigation and disclosure risk are increasing, with “greenwashing” (overstating sustainability achievements) and “greenhushing” (avoiding or under-reporting ESG performance) emerging as major board-level concerns. Effective risk management now requires scalable data systems, transparent communication, strong governance, and agility to adapt across multiple regulatory regimes. Why this matters: The widening divide between jurisdictions — and intensifying scrutiny of corporate sustainability claims — means ESG compliance can no longer be treated as a checkbox exercise. Organizations that fail to anticipate regulatory expectations or align ESG strategy with business goals risk legal exposure, reputational harm, and missed opportunities for value creation. Strategic Insights for Corporate Leadership on Sustainability Boards and executives must adjust their mindset, seeing sustainability not as a burden but as a catalyst for growth and differentiation. Proactive investment in research, development, and stakeholder engagement will help organizations seize new opportunities and maintain credibility in a fast-changing world. Documentation and transparency are vital defenses against legal challenges, while ongoing monitoring of policy and market trends ensures adaptability. Ultimately, the most successful companies will treat sustainability as an essential tenet of strategy—aligning profit, purpose, and governance to secure their position in the global marketplace. Navigating the crosscurrents of sustainability requires courage, judgment, and a commitment to continuous learning. By embracing these principles, corporations can build a future that is not only profitable but also just, resilient, and worthy of the trust placed in them by shareholders and society alike. Looking to know more or connect with John Peiserich about this important topic? Simply click on his icon now to arrange an interview today.
By Steven Lazarus Like many coastal regions, Florida’s Space Coast faces significant climate resilience challenges and risks. According to the National Oceanic and Atmospheric Administration (NOAA), Florida has over 8,000 miles of shoreline, more than any other state in the contiguous U.S. In addition, the 2020 census indicates that that there are 21 million Florida residents, 75-80% of which live in coastal counties. This makes our state particularly vulnerable to rising sea levels, which are directly responsible for a host of coastal impacts, such as saltwater intrusion, sunny-day (high-tide) flooding, worsening surge, etc. There is growing evidence that storms are becoming wetter as the atmosphere warms— increasing the threat associated with compound flooding, which involves the combined effects of storm surge, rainfall, tides and river flow. Inland flooding events are also increasing due to overdevelopment, heavy precipitation and aging and/or inadequate infrastructure. The economic ramifications of these problems are quite evident, as area residents are confronted with the rising costs of their homeowners and flood insurance policies. As the principal investigator on a recently funded Department of Energy grant, Space Coast ReSCUE (Resilience Solutions for Climate, Urbanization, and Environment), I am working with Argonne National Laboratory, Florida Tech colleagues, community organizations and local government to improve our climate resilience in East Central Florida. It is remarkable that, despite its importance for risk management, urban planning and evaluating the environmental impacts of runoff, official data regarding local flooding is virtually nonexistent! Working alongside a local nonprofit, we have installed 10 automated weather stations and manual rain gauges in what was previously a “data desert” east of the Florida Tech campus: one at Stone Magnet Middle School and others at local homes. “We think that a ‘best methods’ approach is proactive, informed and cost-effective. The foundation of good decision-making, assessment and planning is built on data (model and observations), which are critical to adequately addressing the impact of climate on our communities.” – steven lazarus, meteorology professor, ocean engineering and marine sciences Data from these stations are available, in real-time, from two national networks: CoCoRaHS and Weather Underground. The citizen science initiative involving the rain gauge measurements is designed to document flooding in a neighborhood with limited resources. In addition to helping residents make informed choices, these data will also provide a means by which we can evaluate our flood models that will be used to create highly detailed flood maps of the neighborhood. We are working with two historic extreme-precipitation events: Hurricane Irma (2017) and Tropical Storm Fay (2008)—both of which produced excessive flooding in the area. What might the local flooding look like, in the future, as storms become wetter? To find out, we plan to simulate these two storms in both present-day and future climate conditions. What will heat stress, a combination of temperature and humidity, feel like in the future? What impact will this have on energy consumption? The station data will also be used develop and test building energy-efficiency tools designed to help the community identify affordable ways to reduce energy consumption, as well as to produce high-precision urban heat island (heat stress) maps that account for the impact of individual buildings. The heat island and building energy modeling will be complemented by a drone equipped with an infrared camera, which will provide an observation baseline. We think that a “best methods” approach is proactive, informed and cost-effective. The foundation of good decision-making, assessment and planning is built on data (model and observations), which are critical to adequately addressing the impact of climate on our communities.
#Expert Perspective: When AI Follows the Rules but Misses the Point
When a team of researchers asked an artificial intelligence system to design a railway network that minimized the risk of train collisions, the AI delivered a surprising solution: Halt all trains entirely. No motion, no crashes. A perfect safety record, technically speaking, but also a total failure of purpose. The system did exactly what it was told, not what was meant. This anecdote, while amusing on the surface, encapsulates a deeper issue confronting corporations, regulators, and courts: What happens when AI faithfully executes an objective but completely misjudges the broader context? In corporate finance and governance, where intentions, responsibilities, and human judgment underpin virtually every action, AI introduces a new kind of agency problem, one not grounded in selfishness, greed, or negligence, but in misalignment. From Human Intent to Machine Misalignment Traditionally, agency problems arise when an agent (say, a CEO or investment manager) pursues goals that deviate from those of the principal (like shareholders or clients). The law provides remedies: fiduciary duties, compensation incentives, oversight mechanisms, disclosure rules. These tools presume that the agent has motives—whether noble or self-serving—that can be influenced, deterred, or punished. But AI systems, especially those that make decisions autonomously, have no inherent intent, no self-interest in the traditional sense, and no capacity to feel gratification or remorse. They are designed to optimize, and they do, often with breathtaking speed, precision, and, occasionally, unintended consequences. This new configuration, where AI acting on behalf of a principal (still human!), gives rise to a contemporary agency dilemma. Known as the alignment problem, it describes situations in which AI follows its assigned objective to the letter but fails to appreciate the principal’s actual intent or broader values. The AI doesn’t resist instructions; it obeys them too well. It doesn’t “cheat,” but sometimes it wins in ways we wish it wouldn’t. When Obedience Becomes a Liability In corporate settings, such problems are more than philosophical. Imagine a firm deploying AI to execute stock buybacks based on a mix of market data, price signals, and sentiment analysis. The AI might identify ideal moments to repurchase shares, saving the company money and boosting share value. But in the process, it may mimic patterns that look indistinguishable from insider trading. Not because anyone programmed it to cheat, but because it found that those actions maximized returns under the constraints it was given. The firm may find itself facing regulatory scrutiny, public backlash, or unintended market disruption, again not because of any individual’s intent, but because the system exploited gaps in its design. This is particularly troubling in areas of law where intent is foundational. In securities regulation, fraud, market manipulation, and other violations typically require a showing of mental state: scienter, mens rea, or at least recklessness. Take spoofing, where an agent places bids or offers with the intent to cancel them to manipulate market prices or to create an illusion of liquidity. Under the Dodd-Frank Act, this is a crime if done with intent to deceive. But AI, especially those using reinforcement learning (RL), can arrive at similar strategies independently. In simulation studies, RL agents have learned that placing and quickly canceling orders can move prices in a favorable direction. They weren’t instructed to deceive; they simply learned that it worked. The Challenge of AI Accountability What makes this even more vexing is the opacity of modern AI systems. Many of them, especially deep learning models, operate as black boxes. Their decisions are statistically derived from vast quantities of data and millions of parameters, but they lack interpretable logic. When an AI system recommends laying off staff, reallocating capital, or delaying payments to suppliers, it may be impossible to trace precisely how it arrived at that recommendation, or whether it considered all factors. Traditional accountability tools—audits, testimony, discovery—are ill-suited to black box decision-making. In corporate governance, where transparency and justification are central to legitimacy, this raises the stakes. Executives, boards, and regulators are accustomed to probing not just what decision was made, but also why. Did the compensation plan reward long-term growth or short-term accounting games? Did the investment reflect prudent risk management or reckless speculation? These inquiries depend on narrative, evidence, and ultimately the ability to assign or deny responsibility. AI short-circuits that process by operating without human-like deliberation. The challenge isn’t just about finding someone to blame. It’s about whether we can design systems that embed accountability before things go wrong. One emerging approach is to shift from intent-based to outcome-based liability. If an AI system causes harm that could arise with certain probability, even without malicious design, the firm or developer might still be held responsible. This mirrors concepts from product liability law, where strict liability can attach regardless of intent if a product is unreasonably dangerous. In the AI context, such a framework would encourage companies to stress-test their models, simulate edge cases, and incorporate safety buffers, not unlike how banks test their balance sheets under hypothetical economic shocks. There is also a growing consensus that we need mandatory interpretability standards for certain high-stakes AI systems, including those used in corporate finance. Developers should be required to document reward functions, decision constraints, and training environments. These document trails would not only assist regulators and courts in assigning responsibility after the fact, but also enable internal compliance and risk teams to anticipate potential failures. Moreover, behavioral “stress tests” that are analogous to those used in financial regulation could be used to simulate how AI systems behave under varied scenarios, including those involving regulatory ambiguity or data anomalies. Smarter Systems Need Smarter Oversight Still, technical fixes alone will not suffice. Corporate governance must evolve toward hybrid decision-making models that blend AI’s analytical power with human judgment and ethical oversight. AI can flag risks, detect anomalies, and optimize processes, but it cannot weigh tradeoffs involving reputation, fairness, or long-term strategy. In moments of crisis or ambiguity, human intervention remains indispensable. For example, an AI agent might recommend renegotiating thousands of contracts to reduce costs during a recession. But only humans can assess whether such actions would erode long-term supplier relationships, trigger litigation, or harm the company’s brand. There’s also a need for clearer regulatory definitions to reduce ambiguity in how AI-driven behaviors are assessed. For example, what precisely constitutes spoofing when the actor is an algorithm with no subjective intent? How do we distinguish aggressive but legal arbitrage from manipulative behavior? If multiple AI systems, trained on similar data, converge on strategies that resemble collusion without ever “agreeing” or “coordination,” do antitrust laws apply? Policymakers face a delicate balance: Overly rigid rules may stifle innovation, while lax standards may open the door to abuse. One promising direction is to standardize governance practices across jurisdictions and sectors, especially where AI deployment crosses borders. A global AI system could affect markets in dozens of countries simultaneously. Without coordination, firms will gravitate toward jurisdictions with the least oversight, creating a regulatory race to the bottom. Several international efforts are already underway to address this. The 2025 International Scientific Report on the Safety of Advanced AI called for harmonized rules around interpretability, accountability, and human oversight in critical applications. While much work remains, such frameworks represent an important step toward embedding legal responsibility into the design and deployment of AI systems. The future of corporate governance will depend not just on aligning incentives, but also on aligning machines with human values. That means redesigning contracts, liability frameworks, and oversight mechanisms to reflect this new reality. And above all, it means accepting that doing exactly what we say is not always the same as doing what we mean Looking to know more or connect with Wei Jiang, Goizueta Business School’s vice dean for faculty and research and Charles Howard Candler Professor of Finance. Simply click on her icon now to arrange an interview or time to talk today.
Unlocking Liquidity Through Fine Art Appraisal and Lending
As financial markets shift, fine art collectors and investors are discovering new ways to unlock liquidity without parting with prized works. Art-backed loans, supported by professional appraisal, allow owners to access capital while maintaining ownership and display rights. This article explores how lenders and borrowers alike can benefit from these arrangements—when supported by rigorous appraisal standards and careful risk management. What’s covered: • The role of USPAP-compliant appraisal in fine art lending • How fair market value differs from insurance replacement value • Loan-to-Value (LTV) ratios and best practices in structuring art-backed loans • Key borrower responsibilities: insurance, storage, and title maintenance • Risk considerations for lenders, including authenticity, liquidity, and due diligence Connect with the Experts Amanda McConaha Senior Fine Art Appraiser Expert in Post-War, Contemporary, and Emerging Fine Art valuations, specializing in collateral loans and insurance appraisals. amanda.mcconaha@jsheld.com Michael Alexander Senior Vice President, Economic Damages & Valuations Brings deep expertise in valuation methodologies, forensic investigations, and financial analysis. michael.alexander@jsheld.com Dalton Campbell Consultant, Economic Damages & Valuations Provides financial and economic analysis with a focus on valuation, estate law, and all stages of pre-litigation and litigation support. dalton.campbell@jsheld.com For any media inquiries, contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com.
Intangible assets now make up more than 90% of S&P 500 market value — yet many organizations still lack a dedicated executive role to manage them strategically. This is where the Chief Intellectual Property Officer (CIPO) comes in. In this expert-backed piece, J.S. Held's Chief Intellectual Property Officer James E. Malackowski, CPA, CLP, and his colleague David Ngo unpack the economic forces shaping this role, the skills CIPOs bring to the table, and why forward-thinking companies are making IP leadership a boardroom priority. What you’ll learn: • The economic forces driving the rise of CIPO leadership • How CIPOs bridge legal, technical, and commercial priorities to unlock value • The growing relevance of CIPOs in consulting, insurance, and AI-driven industries • Practical strategies for integrating IP leadership into portfolio and risk management • Why the next decade will define the CIPO’s role in corporate success With deep expertise in IP strategy, valuation, and litigation, Malackowski and Ngo offer a clear, compelling case for elevating IP leadership to the C-suite. Looking to connect with the experts? Click on their profiles to arrange an interview or gain deeper insights into intellectual property strategy, risk, and valuation. James E. Malackowski, CPA, CLP Chief Intellectual Property Officer, J.S. Held | Co-founder and Senior Managing Director, Ocean Tomo Global leader in intellectual property valuation, strategic advisory, and expert testimony. Recognized among IAM’s “World’s Leading IP Strategists” and a pioneer in IP exchange models. David Ngo Senior Analyst, Intellectual Property Disputes Financial Expert Testimony, Ocean Tomo, a part of J.S. Held Specialist in quantifying economic damages in IP disputes and valuing intangible assets, with expertise in applying economic and financial analysis to complex litigation. For any other media inquiries, contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com.
Covering "meme stocks"? Our expert can help.
"Meme stock" fever in the financial markets is back and hotter than ever. If you're a reporter covering the trend now or in the future (because history suggests it'll boomerang), the University of Rochester invites you to reach out to Daniel Burnside, clinical professor of finance at the Simon School of Business, for insight. Burnside has held various roles in the investment, risk management and financial planning fields, and has worked extensively with both individual and institutional clientele. He recently helped Forbes explain the trend affecting stocks like Krispy Kreme and Kohl's and other brands, and offered advice on how investors should proceed. "You’re not investing in fundamentals, you’re betting on crowd psychology and social media dynamics,” Burnside told Forbes. Burnside encouraged potential investors to “keep it small.” “No more than, say, 5% of your portfolio,” he added. “It’s speculation, not strategy. If you can’t afford to lose it, you can’t afford to meme it.” Contact Burnside by clicking on is profile.
Disaster Reduction: Key Insights for Risk Managers & Corporate Executives
The need for comprehensive disaster risk management has never been more evident. In recent years, major storms, earthquakes, wildfires, tornados, derechos, and other destructive large-scale events have been significant. According to the United Nations Office for Disaster Risk Reduction (UNDRR) 2025 Global Assessment Report, disaster costs now exceed over $2.3 trillion annually when cascading and ecosystem costs are taken into account. What can be done to minimize both the damaging effects and significant costs associated with these types of events? In this article, J.S. Held EHS experts John Dulude and Bill Zoeller examine the critical components of disaster resilience – preparedness, mitigation, and resilience – and delve into the insights that can empower risk managers and corporate executives to safeguard their organizations. What’s covered : • Proactive Disaster Planning and Preparedness • Case Study: Hurricane Hilary 2023 | Western United States • Tailoring Resilience to Geographic Risks • Learning from Disaster for Continuous Improvement The insights shared in this article underscore the critical importance of proactive planning, meticulous preparation, and resilience in the face of inevitable disasters. For media inquiries, contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com
J.S. Held Announces the First Global Consulting Company Chief Intellectual Property Officer
Global consulting firm J.S. Held proudly announces the appointment of intellectual property (IP) expert James E. Malackowski as the first Chief Intellectual Property Officer (CIPO) of a global consulting company. J.S. Held Chief Executive Officer Lee Spirer observes, “In today's knowledge-based economy, the role of CIPO serves an important strategic and operational role both internally and in support of clients.” Protecting J.S. Held Intellectual Property and Other Intangible Assets J.S. Held experts have developed methodologies, frameworks, proprietary tools, and research that support client work. The CIPO partners across the business to ensure that these intangible assets are identified, protected, and leveraged to benefit the business. “Having dedicated IP leadership will help the company move faster in developing and deploying new methodologies, while ensuring reasonable measures of protecting our innovations,” noted James E. Malackowski. Managing J.S. Held Intellectual Property and Other Intangible Assets J.S. Held maintains a robust portfolio of patents including a “System and Method for Financing an Insurance Transaction”, trademarks, data, trade secrets, and other proprietary technologies that support client work. “As CIPO, I intend to partner with company leadership and our professional experts across the globe to manage and monetize the many patent, trademark, data, and other proprietary assets that set J.S. Held apart among our competitors, benefitting clients and our investors,” added James E. Malackowski. Industry’s Most Comprehensive Global Intellectual Property Consulting Group Ocean Tomo, a part of J.S. Held, is rooted in an expansive understanding of intellectual property (IP) value and risk, providing a foundation of Expertise for the Innovation Economy™. Built upon more than three decades of experience assessing IP in the most rigorous of venues - state, federal, and international courts, Ocean Tomo clients benefit from continuous feedback between litigation economic damage outcomes, transaction pricing, capital market valuations, debt financing terms, equity assessments, and deep technical insight. The team possesses the most comprehensive and market-tested understanding of IP value. Financial, market, and technical experts uniquely understand the contributory value of patented inventions, know-how, brands, and copyrights that permeate every business, viewing IP not simply as an isolated asset, but as an integral component of enterprise value. Multidimensional Intellectual Property-Informed Experts Benefit J.S. Held Clients Intellectual property expertise permeates the global organization. Beyond the expertise within J.S. Held’s dedicated IP practice Ocean Tomo, a part of J.S. Held, multidisciplinary experts across J.S. Held combine intellectual property expertise to core specializations, including: • Artificial Intelligence (AI) • Business Intelligence • Construction Advisory • Enterprise Risk Management • Fraud Investigations • Forensic Accounting • Insurance Claims Consulting • Restructuring, Turnaround, Receivership, and Bankruptcy Tangible and Intangible Asset Value Understanding The depth and breadth of J.S. Held’s work in the property and casualty insurance market and Ocean Tomo’s work across all forms of intellectual property and other intangible assets uniquely combine to create a strong foundation in risk assessment, data analysis, global awareness, regulatory compliance, technological adaptability, and risk mitigation. Collectively, these skills better equip J.S. Held experts to assess business risk across diverse geographies, geopolitical landscapes, regulatory frameworks, and technological advancements for the benefit of our clients. Learn more about the new J.S. Held Chief Intellectual Property Officer, James E. Malackowski: Looking to know more or connect with James E. Malackowski? Simply click on the expert's icon now to arrange an interview today. For any other media inquiries - contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com