Leadership Changes - AGF Management Limited has announced changes to its senior leadership team to enhance its multi-year growth strategy [1][2] - Judy Goldring, CEO, emphasized the importance of succession planning and talent development within the firm [2][6] New Appointments - Chris Jackson has been appointed as President & Chief Operating Officer, effective immediately, overseeing strategic plans and business priorities [2][3] - David Stonehouse has been appointed interim Chief Investment Officer, leading the investment management team during the search for a new CIO [4] - Ash Lawrence will serve as the Executive Management Team sponsor for AGF Investments' OCIO, providing counsel on corporate strategic planning [5] Company Background - AGF Management Limited, founded in 1957, is an independent asset management firm with a focus on public and private markets [7] - The firm manages $55 billion in total assets and serves over 815,000 investors [9]

Group 1: Retirement Savings and Investment Strategies - Only 35% of Americans believe they are on track for retirement, down from 40% in 2021 [1] - Increasing savings and adopting a buy-and-hold investment strategy are recommended to get back on track [1] Group 2: Amazon - Amazon is recognized as one of the best-run and most diversified companies, consistently outperforming the broader stock market since its introduction [3] - The company generates around $500 billion in annual revenue, with over $387 billion from e-commerce sales in North America [4] - Amazon Web Services (AWS) generated $107 billion in revenue last year, growing at 19% year over year, compared to the e-commerce segment's growth of 9% to 10% [4] - Strong management is highlighted as a crucial factor for long-term success, with Andy Jassy succeeding Jeff Bezos as CEO [5][6] Group 3: Meta Platforms - Meta Platforms derives about 97% of its revenue from advertising, making it one of the most efficient business models [8] - The company has over 3.4 billion daily active users, allowing advertisers to reach a vast global audience [9] - In 2024, Meta generated $62 billion in net income on $165 billion of revenue, resulting in a net profit margin of approximately 39% [10] - Meta's efficient business model and global reach make it a strong candidate for investors looking to maintain their retirement plans [12]

We are over complicating time management. We have more apps, planners, and productivity hacks than ever before. But we are still struggling to manage our time well.With every new thing that claims to be the magic bullet, we are just creating more complexity and we're putting our to-do list in a different outfit. Productivity and work life balance have become a cultural obsession because we just keep missing the mark. We're making it harder than it needs to be and we are drowning in the tools meant to save u ...

Career & Identity - The speaker initially defined herself solely as a tennis player, with her identity heavily reliant on her performance and achievements in the sport [4][5] - The speaker experienced a loss of identity when the pandemic disrupted her tennis career, leading to a decline in motivation and purpose [5] - The speaker's injury and subsequent recovery process led to a rediscovery of her identity outside of tennis, exploring other interests and opportunities [27][28] - The speaker realized that tennis would always be a part of her, regardless of other pursuits, and that she still wanted to play despite the challenges [29][30] Overcoming Adversity & Mental Health - The speaker struggled with handling losses and setbacks, often spiraling and making excuses when things didn't go according to plan [3] - The speaker experienced a panic attack during a tournament due to the intense pressure to succeed and the physical strain of playing with an injury [7] - The speaker sought therapy to address her mental health struggles and took time off from competition [8][9] - The speaker's knee injury and subsequent surgery presented a significant challenge, requiring her to relearn basic movements and endure excruciating pain [21][22][23] - The speaker's ranking dropped significantly during her recovery, leading to doubts and fears about her future in tennis [25] Resilience & Redefining Success - The speaker's friend's remark about not trying during a bowling game served as a wake-up call, prompting her to re-evaluate her approach to failure [11] - The speaker adopted a new plan focused on always trying her best, regardless of the outcome, and fixing her life one step at a time [16] - The speaker redefined success as relative, emphasizing the importance of effort, resilience, and getting back up after failure [34] - The speaker's father's support and encouragement played a crucial role in her decision to continue pursuing tennis despite the challenges [35]

作者 | 瑶大 编辑 | 自动驾驶之心 原文链接： https://zhuanlan.zhihu.com/p/1925984408785127117 点击下方 卡片 ，关注" 自动驾驶之心 "公众号 戳我-> 领取 自动驾驶近15个 方向 学习 路线 >>自动驾驶前沿信息获取 → 自动驾驶之心知识星球 本文只做学术分享，如有侵权，联系删文 paper：https://arxiv.org/pdf/2501.15564 自动驾驶算法两大模块：场景理解、决策。 场景理解：理解周围的环境、预测agents的行为； 做决策：生成安全舒适的轨迹、可定制化多样化（可保守可激进）的驾驶行为。 diffusion planner这篇工作关注 planner 做决策部分，关注闭环场景的性能。 对于自动驾驶规划这一部分有几种方式： rule-based ：如PDM（https://arxiv.org/pdf/2306.07962），选择道路中心线，基于周车的行为预测，利用 IDM得到几种候选轨迹，利用nuPlan的评分标准查看哪条轨迹是最好的。 rule-based的迁移性不好，在某个环境、系统下调好的规则不一定适用于其他场景。大 ...

[Music] Once upon a time, many, many, many years ago, in a galaxy far, far away, I was a 22-year-old. I succinctly remember that my life was one big chaotic mess. I always seemed like I was in the midst of some crisis, but I couldn't understand why.By the time I was 22, I was married, had children, had a mortgage I couldn't afford, a full-time job that didn't pay enough, and I was balancing two full-time schedules at school that I couldn't afford. All in the hopes that one day I'd go to law school and becom ...

Core Insights - Average salary increase budgets for US companies in 2026 are expected to remain stable at 3.5%, matching the actual increases of 2025 [1] - Organizations are becoming more strategic in their pay allocation and investment focus, aiming to align with broader business goals despite economic uncertainty [3] Salary Budget Changes - Three out of five organizations experienced changes in their salary budgets during the last pay cycle, with 53% reporting no difference between anticipated and actual budgets for 2025 [2] - Among organizations projecting lower salary increases, 51% cited anticipated recession or weaker financial results, while 45% mentioned cost management concerns [2] - Tight labor markets (59%) and inflationary pressures (30%) were the main reasons for those projecting higher salary budgets [2] Employee Retention and Stability - Employee stability has improved, with less than one-third (30%) of organizations reporting challenges in attracting or retaining employees, a decrease of 11 percentage points since 2023 [4] - Organizations are taking actions to enhance employee experience, health and wellness benefits, and training opportunities in response to low turnover and concerns about burnout [5] Compensation Adjustments - Employers are adjusting compensation programs to address competitive labor markets and inflation, with 50% conducting a compensation review of all employees and 48% reviewing specific employee groups [6] - Over 40% of organizations have enhanced their use of retention bonuses or spot awards, and 37% have targeted base salary increases for specific employee groups [6] Payroll Expenses - The average annual payroll expense has increased by nearly 4% (3.6%), with 70% of organizations reporting higher total annual payroll expenses compared to the previous year [7] Strategic Investments - Employers are making investments beyond pay raises, focusing on career development, wellbeing, flexibility, and equity to enhance performance, retention, and resilience in a changing market [8] Survey Details - The Salary Budget Planning Report was compiled by WTW's Rewards Data Intelligence practice, with approximately 29,128 responses from companies across 157 countries, including 1,569 from the U.S. [9]

LOS ANGELES, July 08, 2025 (GLOBE NEWSWIRE) -- ServiceTitan (Nasdaq: TTAN), the software platform that powers the trades, has joined forces with Pine Services Group, a premier holding company dedicated to preserving the legacy and accelerating the growth of elite Enterprise Resource Planning (ERP) service partners including industry leaders Acumatica, Microsoft, NetSuite, and Sage Intacct. Together, ServiceTitan and Pine will deliver a seamless, integrated ecosystem of field service management (FSM), accoun ...

It's not easy to talk money with your parents, but having the discussion now ensures that you can fulfill their wishes when they pass. Here's what to ask. https://t.co/0fFHxllou8 ...

Core Insights - PLAY airlines experienced a significant decrease in passenger numbers, carrying 116,023 passengers in June 2025 compared to 173,109 in June 2024, due to a strategic shift in its business model [1] - Despite the reduction in total passengers, the load factor improved to 86.8% in June 2025, up from 86.0% in June 2024, indicating better network planning and operational discipline [2][3] - The airline celebrated its 4th anniversary in June 2025 and relaunched flights to Aalborg, Denmark, expanding its service to three destinations in the country [4] Business Model Shift - The company has altered its business model to focus on scheduled operations in Iceland and leasing operations, which has led to a more disciplined and focused operation [1][3] - The strategic shift towards leisure destinations in Southern Europe has historically resulted in higher fares, although it typically has lower load factors due to less connecting traffic [2] Operational Performance - In June 2025, 41.9% of passengers were departing from Iceland, 33.0% were arriving, and 25.1% were connecting passengers, showcasing a diverse passenger base [3] - The airline maintained strong operational reliability with an on-time performance of 88.8% in June 2025, reflecting effective execution of its strategic initiatives [3][5] Strategic Comments - The CEO of PLAY highlighted that the performance in June reflects the positive impact of the strategic shift, emphasizing the reduction of excess capacity and focus on targeted leisure routes to create a stronger yield environment [5] - The improved load factor and operational discipline are seen as indicators of better network planning and alignment with demand, contributing to the overall success of the restructuring efforts [5]