Experts Matter. Find Yours.

UD experts break down the 2026 World Cup

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

Why disaster recovery in the Himalayas needs a rethink

After five weeks of fieldwork across Nepal, Bhutan and Northwest India, Aston University researcher Dr Komal Raj Aryal is calling for a more locally grounded approach to resilience and post-disaster recovery in one of the world’s most hazard-prone regions. What happens after the headlines fade from a disaster? That question sits at the heart of new field research led by Dr Komal Raj Aryal, Lecturer in Crisis and Disaster Management at Aston Business School. After returning from a five-week research visit across Nepal, Bhutan and Northwest India, Dr Aryal says the evidence points to a troubling reality: many communities remain highly vulnerable long after major recovery programmes are supposed to have helped them rebuild. The trip brought together field visits, stakeholder consultations and community observations linked to ongoing UKRI, NERC and ISPF-supported research on earthquake risk, disaster governance, resilience and post-disaster recovery in the Himalayan region. The aim was not only to understand current conditions, but to ask why repeated losses continue despite years of international development assistance, scientific research and investment. Across the region, the research found that resilience is being undermined by a combination of persistent governance challenges, fragmented institutions, weak local preparedness systems, livelihood insecurity and mounting environmental pressures. In other words, recovery is not simply about rebuilding infrastructure; it is about whether communities are genuinely better equipped to cope with the next shock. This challenge is especially striking in places still living with the legacy of the 2015 Nepal earthquakes, where long-term vulnerabilities remain visible despite the scale of international support directed towards recovery and reconstruction. Reflecting on his findings, Dr Aryal said: “One of the most striking observations from the field is that many communities affected by the 2015 Nepal Earthquakes continue to face similar vulnerabilities today, despite significant international support allocated for recovery and reconstruction. This raises important questions about how disaster recovery is planned, implemented, and sustained over time.” The fieldwork also highlighted the growing complexity of future disaster risks in the Himalayas. Large-scale earthquakes do not exist in isolation; they interact with environmental degradation, cascading hazards, climate-related stresses and rapid urbanisation in fragile mountain settings. He added: “The Himalayan region is entering a period of growing uncertainty where environmental change, socio-economic inequality, weak governance systems, and seismic risks are becoming increasingly interconnected. There is an urgent need to rethink conventional development approaches and invest more seriously in locally grounded, community-centred resilience strategies.” For Aston University, this work reflects a broader commitment to international research on disaster risk reduction, resilience governance and humanitarian response across South Asia. Aston researchers are working with government agencies, local authorities, universities, emergency responders and humanitarian organisations to strengthen evidence-based approaches to preparedness and recovery. The findings feed into wider international debates about sustainable development, climate resilience, risk communication and the future of disaster governance in vulnerable mountain regions. They also underline the importance of moving beyond short-term recovery models towards approaches that are participatory, practical and rooted in local knowledge. Dr Aryal’s research emphasises the value of integrating community knowledge, participatory governance, youth engagement and long-term livelihood security into resilience planning. As future collaborations and policy discussions develop, these themes are likely to be central to how the region prepares for the risks ahead. The recent fieldwork is expected to inform future international research partnerships, policy dialogue and resilience-focused initiatives between the UK and South Asian partners.

Why Shrinking the Pay Gap is a Question of Dollars, Not Percentages

The gender wage gap shows no sign of improving any time soon. If anything, evidence suggests it’s growing in the United States. Recent stats show that for every dollar earned by men, women in the same job earn just 92 cents—that equates to one month of salary less in a given year. That gap widens even more for Black and other minority women. In the meantime, men’s wages are increasing—just shy of 4% in the last two years—while women’s income hasn’t budged. Organizations should take note, warn Goizueta’s Karl Schuhmacher and Kristy Towry. Wage inequity is an issue that undermines the concept of equal pay for equal work. It’s also bad for business. Employers that don’t pay or play fair with their workers stand to lose talent to competitors who offer better conditions, not to mention customers or investors who care about fairness. And that’s not all. In meritocracies, employees are incentivized to engage more, care more, and create more value because they understand their compensation is pegged to the effort they make and outcomes they achieve—to merit itself, regardless of demographics. The gender wage gap in the United States is inherently unmeritocratic. And fixing it has proved elusive—at least until now. In their new study, co-authored by Goizueta PhD graduate, Hayden T. Gunnell 25PhD of the University of Texas in Austin, Schuhmacher and Towry have come up with a novel approach to addressing the gender wage gap; one as practicable as it is simple. And it’s all down to percentages. Pay Gaps Baked In Most employers review employee salaries on an annual basis—usually yoking them to performance reviews. Overwhelmingly, managers will frame raises in terms of percentages: those doing well might be awarded a five or even 10 percent pay raise, for example. The problem with this, argues Schuhmacher, is that percentage-based raises are tied to initial salaries. And if that baseline is biased from the start, handing out similar percentage raises will only compound the problem, and perpetuate inequities—whatever the intention. If women start out getting paid less than men for the same job, and your raise budgets are framed in percentages, you end up baking those gaps in more, even if you don’t mean to. Karl Schuhmacher, Assistant Professor of Accounting “That five percent raise you’re giving everyone for the same job well done sounds fair and effective,” says Schuhmacher. “But it’s only actually fair if the initial salary is equitable—if Jane has been making the same as John from the off. And if she hasn’t—if John is being overcompensated relative to Jane—then all you’re doing is perpetuating that gap.” Awarding similar percentage raises doesn’t recognize or acknowledge preexisting, unfair discrepancies in initial salaries. A better approach, he and Towry argue, is to reframe pay raise budgets in terms of absolute dollars. “Budgeting for raises in absolute terms—a $150,000 pool for all raises in a group, say, versus a budgeted pool of 5% per person—automatically unshackles raises from preexisting unfairness in people’s pay,” says Schuhmacher. “You reduce the risk of perpetuating pay gaps by giving managers a way of assessing and evaluating work and assigning a dollar value that recognizes that work. It’s a fairer, more meritocratic approach.” It also has the effect of “nudging the cognitive processes” that employers use. Percentages are a ubiquitous way of determining raise budgets because they feel fair and easy to use, says Towry. A five percent raise for employees sounds reasonable, equitable, and doesn’t tax managers cognitively, making it simple to implement again and again—a norm or procedural “anchor” within most organizations. Substituting dollars for percentages, however, should provide enough of a nudge that managers focus more on the actual value their employees contribute to the organization. And it shouldn’t require a major rehaul of the system: a win-win for employees and organizations looking to retain talent, says Towry, where the gains significantly outweigh the effort involved. Thinking in Dollars, Not Percentages To put this idea to the test, Towry, Schuhmacher, and Gunnell enlisted Goizueta MBA students to participate in a lab experiment, taking on the role of manager at a hypothetical bank. Participants were given the salary details of four high-performing employees—two male, two female—with gender discrepancies baked into initial pay. Importantly, in this setting, male and female employees do the same job and perform equally well. Participants were divided into two camps: the first instructed to hand out percentage raises, the second dollar raises. All participants had to allocate the same pay raise budget of $30,800—5% of total salaries—among the two male and two female employees, the sole difference being that one group received a percentage budget, while the other group received a dollar budget. The results support the theory, says Towry. When participants use percentages, the individual pay raises cluster around the 5% mark, meaning that existing pay gaps are perpetuated. Kristy Towry, Professor Emerita of Accounting “Our fictional male employees, Jason and Gary, walk away with higher overall raises than Martha and Sarah, because they are already earning more than the women,” says Towry. “And this happens even though our participants know about initial pay discrepancies, and women and men perform equally well in the same job.” When participants use absolute dollars, however, this clustering effect around the 5% mark disappears. Participants give pay raises that better reflect employees’ value contributions to the organization. As such, pay raises are less dependent on initial pay gaps. In some cases, participants even award more cash to the women than the men to counteract the initial gap. “Martha ends up with a higher raise than Gary, but their initial salaries are $116,000 and $192,000, respectively,” says Towry. “So, what we’re seeing here is that our managers are asked to take out the percentage and think in dollars, they effectively redress the balance. The preexisting pay gap is reduced in recognition of equal merit.” Reproducing this in real-word settings shouldn’t be difficult for organizations. And at a time when gaps are becoming more entrenched and progress on equitable pay is stagnating in the United States, there is a clear imperative ahead of employers interested in sending clear signals to existing and future male and female talent, says Schuhmacher. Pay that reflects performance fairly is inherently meritocratic and we know that being a meritocracy is attractive to employees—to your existing workforce and to the workforce that you want to attract. Karl Schuhmacher “When people know they’re being evaluated based on their results, regardless of their gender or background, they are more motivated to work hard,” says Schumacher. “The beauty of this solution is that it supports a more meritocratic way of rewarding talent. It’s also easy to implement—easier than interventions like bias training or organizational audits that consume time and resources. Using dollars instead of percentages is something that organizations can do that translates into real impact. And it’s something that they can do in a day. Our advice: start tomorrow!”

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

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

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

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

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

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

Hantavirus cruise ship outbreak: Epidemiologist discusses causes and challenges

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

From Amateur Passion to Global Science: How Meteorites Tell the Story of Our Solar System

A recent article in Texas Highways traces how Oscar Monnig, a Fort Worth businessman with no formal scientific training, built one of the most significant meteorite collections in the United States. Beginning in the 1930s, Monnig identified and acquired rare space rocks, often working directly with scientists and collectors, ultimately assembling a collection that would later be donated to Texas Christian University. Today, that legacy is carried forward, and elevated, by Rhiannon Mayne, curator of the Oscar E. Monnig Meteorite Collection and Gallery. Mayne frames Monnig not just as a collector, but as a foundational figure in modern meteoritics whose contributions continue to enable global research. As she notes, his collection ensures that “decades from now” scientists worldwide will still be able to study these materials. “He was definitely one of the most important meteorite collectors of the 20th century,” says Rhiannon Mayne, the curator of the Oscar Monnig Meteorite Collection and Gallery at TCU. She adds that, although he was not a scientist, his gift enables ongoing research in meteoritics. “Decades from now, people all over the world will get to request samples to study because of him.”  Expert Insight: Turning a Private Collection into a Global Research Engine Mayne’s role is central to transforming Monnig’s passion project into a living scientific asset. Under her leadership, the collection, now one of the largest university-based meteorite repositories in the world supports both cutting-edge research and public engagement. Her work highlights a key insight: meteorites are not just curiosities, but critical records of planetary formation. By studying them, scientists can access information about the early solar system, and even Earth’s own origins that is otherwise impossible to obtain. Rhiannon Mayne is the curator of the Oscar E. Monnig Meteorite Collection, one of the world’s largest university-based meteorite collections, which also includes a world-class museum. View her profile The article ultimately becomes a story about continuity—how individual curiosity evolves into institutional impact. Monnig’s amateur pursuit laid the groundwork, but it is experts like Mayne who translate that legacy into ongoing discovery, education and global collaboration. In that sense, Mayne embodies the bridge between past and future: preserving a historic collection while ensuring it remains scientifically relevant, accessible and inspiring for the next generation of researchers.

U.S. National Debt: How to Stop the Bleeding

The U.S. national debt exceeding the size of the American economy is a dubious milestone that has sparked alarm and confusion among policymakers who are asking how worried they should be and what can be done to stop the bleeding. David Primo, a political scientist and professor of business administration at the University of Rochester and a fiscal policy expert who has testified before Congress on the national debt, says Americans should be very concerned about the debt and, at the same time, know there is a solution. “The federal budget outlook is grim and threatens the economic future of the United States,” says Primo, the author of Rules and Restraint: Government Spending and the Design of Institution (University of Chicago Press). “If Congress waits to act, Americans will need to give up a bigger piece of the nation’s economic pie to stabilize the country’s finances.” Primo says a solution lies in a constitutional amendment restraining the federal budget. Specifically, such an amendment would clearly define spending and revenue, set spending limits based on a multiyear period, and allow for waiving the limit only with a large supermajority in Congress. “As it stands, Congress is constitutionally incapable of tying its own hands, making it difficult for legislators to implement durable changes to the federal budget,” Primo says. Recent data show the national debt has crossed 100% of the GDP threshold — roughly $31.27 trillion versus $31.22 trillion in economic output — marking the highest peacetime level in U.S. history. The Congressional Budget Office has projected that debt levels, if left unchecked, could reach 181% of GDP in the next 30 years. Primo says delaying implementing a solution raises the risk of increased interest rates, which would, in turn, reduce investment and, ultimately, economic growth. For journalists covering deficits, tax policy, and the long-term economic outlook, Primo offers key expertise and a clear lens on: • The implications of national debt exceeding GDP • Constitutional and institutional approaches to fiscal reform • Fiscal policy and political incentives “The United States is in precarious fiscal health,” Primo told Congress in 2023. “In the absence of a constitutional amendment, I fear it will take a fiscal crisis before Congress acts. Nobody wants that.” Connect with Primo by clicking on his profile.

Get Over It: Pluto Isn't A Planet!

Put down the protest signs already. Retire the “Save Pluto” pins. Step away from the planetary outrage. Seriously. So says University of Rochester astrophysicist Adam Frank in his latest column in Forbes. Frank explains that the real story behind Pluto being stripped of its planetary status in 2006 isn’t about what Pluto lost, but what scientists found. Pluto made news recently when NASA Administrator Jared Isaacman replied to a Florida girl’s handwritten plea to restore Pluto’s designation as a planet, saying he supported such a move. Frank has one word for Isaacman: Stop! “Now Isaacman seems like a good guy and I sure don’t want to make little kids cry,” Frank writes. “Still, there’s an amazing science reason why Pluto got kicked out of the planet club.” For decades, Frank explains, we thought the solar system ended with the nine familiar planets, with Pluto being the most distant. But beyond Neptune lies the Kuiper Belt, a vast expanse filled with icy remnants from the birth of the solar system. These objects are essentially the leftover building blocks of planets. Pluto, it turns out, is one of them. That matters because this cosmic debris holds crucial clues about how planets form. Studying Pluto and its neighbors helps scientists understand the origins of Earth and the potential for life elsewhere in the universe. So, Pluto isn’t an outcast; it’s a key witness to our cosmic history. It belongs to a newly understood class of worlds that are central to modern astronomy. Rather than mourn Pluto’s status and push for restoring its former title, Frank suggests we celebrate its reclassification as the moment astronomers realized the solar system is far richer than they had ever imagined. If you’re a journalist looking for an expert to talk about Pluto — or planets and worlds formerly known as planets — Frank is your scholar. He is a frequent contributor to the likes of CNN, The New York Times, The Atlantic, and MSNBC, and can help your audience make sense of our vast universe.