 |
|
|
|||||
A canine health startup called Loyal has now raised more than $250 million to develop drugs that could help dogsand perhaps one day humanslive longer, healthier lives. The company on February 11 announced it had raised $100 million in Series C funding as it pursues FDA approval of LOY-002, a beef-flavored daily prescription pill designed to extend the healthy lifespan of senior dogs. The drug mimics some of the effects of a calorie-restricted diet in addressing age-related metabolic issues without requiring pet owners to cut their dogs food supply or curbing canine appetites. People do not want their dogs to not have food motivation, because that’s how you train dogs, says Loyal founder and CEO Celine Halioua. How we domesticated dogs was sharing meals with them; losing that can actually really impact the dog-human bond. But, of course, people do want to share that bond longer than the typical canine lifespan allows. Halioua started Loyal in late 2019 after a stint as chief of staff at The Longevity Fund, a lifespan-focused investment fund founded by Laura Deming and an early backer of Loyal. She says she realized that dog longevity drugs could one day lead to similar treatments for humans, since the species are similar in many ways, and are easier to test, since dogs short lives mean tests of lifespan extension can be run in a shorter amount of time. And as a dog lovera recent interview with Fast Company also included Haliouas freshly adopted Rottweiler, Wilmashe also saw the potential market among owners and pets. Celine Halioua [Photo: Loyal] It felt like a really tractable way to work on a problem that everyone cares about, which is having too little time with the dogs you love, she says. LOY-002 is one of three canine longevity medications under development by the company, and Halioua says shes hoping Loyal can submit the final requirement for the FDAs expanded conditional approval of the drug this year. That would likely start a roughly six-month review process of what would be the first FDA-approved lifespan extension drug for any species. And its progress comes as interest rises overall in the potential of developing medical treatments that can help humans as well experience longer and healthier lives. When I started pitching The Longevity Fund in 2013, it was a niche concept and people laughed me out of their offices, Deming tells Fast Company in an email. Now it’s a legitimate category of investment. Loyals Series C backers include Age1, a new longevity-focused VC firm cofounded by Deming and Alex Colville, as well as Baillie Gifford and other existing investors in the company, which had previously raised more than $150 million in investments. LOY-002 is Loyal’s lead drug program, developed to extend lifespan in senior dogs. It is currently in clinical trials and is advancing through the regulatory pathway towards FDA Expanded Conditional Approval (XCA) [Photo: Loyal] Aging is something that really affects everybodyevery human and every dog on the planet experiences aging, Colville says. And I think that’s something that’s really unique about it as an opportunity and a space to work in. Already, LOY-002 has met two of three milestones for FDA approval, known as the target animal safety and reasonable expectation of effectiveness sections of its conditional approval application. The final milestone involves demonstrating that the drug can be consistently manufactured at scale, Halioua says. The drug will likely be labeled for use by dogs at least 10 years old weighing at least 14 pounds, she says. Dosing, and thus costs, will depend on animal size, but Halioua says shes optimistic the average dog will be able to take the drug for less than $100 per month. The company announced last July that it had completed enrolling dogs in a study it calls STAY, designed to test the effectiveness of LOY-002, which Halioua says is the largest-ever animal health clinical trial. Loyal has enrolled roughly 1,300 dogs in the study through 72 veterinary clinics, and Halioua says shes hoping theyll find that the drug confers at least one healthy to participants. Loyal also has two other dog drugs, a vet-administered injection called LOY-001 and a daily pill called LOY-003, in the works. Though Halioua says the company hasnt publicized the exact biological mechanisms beyond the drugs, she says would look to extend lifespans of larger dogs by targeting a growth hormone thats correlated with a shorter life, with big dogs usually living a shorter time than their smaller counterparts. [Photo: Loyal] Once the dog is fully grown, you can then reduce the levels of growth hormone to hopefully extend their healthy lifespan and kind of compensate for the historical genetic issue that we gave them when we selectively bred for size, says Halioua. If all goes well, those drugs could launch a year or two after LOY-002, she says. And if Loyals drugs prove helpful to dogs, they could one day lead to similar treatments for humans. If we’re able to do something helpful for dogs, I think we’re going to learn a lot about how to do something helpful for humans, too, says Halioua.
Category:
E-Commerce
In the wake of a January Chapter 11 bankruptcy filing from Saks Global, owner of Saks Fifth Avenue and Neiman Marcus, the luxury retailer has begun to close a number of stores across its portfolio of brands. Last month, for instance, the company announced the shuttering of many of its outlet stores. But now, the Saks Global has announced the closure of some of its high-end department stores, for which the company is famous. Heres what you need to know. Whats happened? According to a court document filed this week with the U.S. Bankruptcy Court for the Southern District of Texas, Houston Division, Saks Global has decided to close nine of its luxury department stores. These announced closures come just weeks after the company announced it was shuttering many of its outlet stores, including many Last Call and Saks Off 5th locations. The reason Saks Global has given for the shuttering of some of its flagship department stores is that the store closures will allow the companys global debtors to better serve their luxury customers, strengthen brand partner relationships and drive full-price selling to enable sustainable, profitable growth. When are the department stores closing? According to court documents, the department stores marked for closure will close their doors for good on approximately April 30, 2026, less than three months from now. The company expects the store closing sales at the affected locations to begin around February 20. The store closures are subject to approval from the judge presiding over the bankruptcy case. A ruling is expected to be made on Friday. After the closure of these locations, Saks Global will have 35 Neiman Marcus stores and 25 Saks Fifth Avenue stores in operation. Which Neiman Marcus stores are closing? According to the court documents, only one Neiman Marcus store is closing: Massachusetts: 5 Copley Place, Boston, MA Which Saks Fifth Avenue stores are closing? Unfortunately, Saks Global has decided to close significantly more Saks Fifth Avenue stores. The list includes eight locations in eight different states: Alabama: 129 Summit Blvd, Birmingham, AL Arizona: 2446 East Camelback Road, Phoenix, AZ Louisiana: 301 Canal Street, New Orleans, LA New Jersey: Meadowlands Sports Complex, East Rutherford, NJ Oklahoma: 1780 Utica Square, Tulsa, OK Ohio: 1350 Polaris Pkwy, Columbus, OH Pennsylvania: 2 Bala Plaza Bala, Cynwyd, PA Virginia: 9214 Stony Point Parkway, Richmond, VA Why is Saks Global filing for bankruptcy? As Fast Company previously reported, the luxury department store owner has faced extreme financial difficulty in recent years. Like many brick-and-mortar retailers, the companys stores have seen declining foot traffic, especially after the onset of the COVID-19 pandemic. Additionally, inflationary costs, tariffs, and increased online competition have all cut into the companys bottom line. However, the major financial blow to Saks Global came when Hudsons Bay, Sakss previous parent company, acquired competitor Neiman Marcus in 2024 for around $2.7 billion. That move left the new company, Saks Global, saddled with debt. Announcing last month that its bankruptcy process was underway, Saks Global CEO Geoffroy van Raemdonck said the move presents a meaningful opportunity to strengthen the foundation of our business and position it for the future.
Category:
E-Commerce
Lawyers for social media companies will be working overtime in the coming weeks as several major trials get underway addressing the potential harms to children caused by popular sites and apps. At the same time, efforts to deflect at least one major future case have fallen short, increasing pressure on tech giants to agree to an independent assessment of how they protect teen users. The convergence of these developments creates a potential perfect storm for the industry, one that could result in both financial damages and changes to the algorithms that encourage users to keep scrolling for longer and longer periods of time. Much of the focus is on a bellwether trial in Los Angeles that seeks to hold Meta and Google responsible for harms suffered by children who use their products. Plaintiffs allege that services like Instagram and YouTube are designed to keep users, especially kids, engaged. Opening statements were held Monday, with the plaintiffs lawyer arguing that Meta and Google have engineered addiction in childrens brains. The case is widely seen as a test for future lawsuits with similar claims, of which there are approximately 1,500. Meta and Google deny the charges. TikTok and Snap were also named as defendants but settled before the case went to trial. As that suit began in Los Angeles, opening arguments were also heard in Santa Fe in a case brought against Meta by New Mexico Attorney General Raul Torrez in December 2023. The lawsuit accuses the companys platforms of being a breeding ground for sexual predators, a claim Meta denies. That trial, expected to last seven weeks, will determine whether Meta violated the state’s consumer protection laws. If we can win in this action and force them to make their product safer in this state, it changes the narrative completely about what they say is possible for everyone else, Torrez said. Meanwhile, a judge in the U.S. District Court for the Northern District of California rejected a request by Meta, Google, Snap, and TikTok for summary judgment in a case brought by Kentuckys Breathitt County School District. That case is part of a consolidated multidistrict litigation that seeks to hold social media companies accountable for engineering addictive features that negatively affect student mental health. Section 230 At the heart of all these cases is how far courts are willing to extend the protections granted by Section 230, the federal law that shields social media companies from liability over content posted by users. The Los Angeles trial, along with the upcoming case in Northern California, argues that jurors should be able to consider whether the algorithms used by these companies are responsible for mental health harms, rather than focusing solely on the content shown on users screens. Perhaps as a preemptive measure, TikTok, Snap, and Meta have agreed to undergo a series of tests overseen by the National Council for Suicide Prevention to evaluate how effectively they protect the mental health of teen users. Among the issues that will be examined are whether the platforms force users to take a break and if they offer a way to turn off endless scrolling. Companies that perform well will receive a badge signaling that they offer a pathway to mental health support. Potential ramifications This is hardly the first time that social media companies have been taken to court over mental health claims. To date, none of those cases has resulted in any sort of major overhauls, however. At the same time, efforts in Washington and by state governments to regulate the industry have fallen short. Further complicating matters is a lack of consensus in the scientific community on whether social media is harmful for teens and kids on the whole. Still, successful outcomes in these cases could force companies to change how people interact with their platforms, potentially reshaping the social media landscape. Victories for plaintiffs could also expose companies to significant liability payouts for harms linked to their services.
Category:
E-Commerce
Job insecurity is real: More than half of American workers (54%) say insecurity about their job is causing significant stress at work, while more than a third (39%) say they worry they about losing their job due to changes in government policies, according to the American Psychological Associations 2025 Work in America survey. Layoffs are reportedly at an all-time high since 2009, along with the lowest hiring on record in the U.S. since that time. And many of those layoffs have been in white collar professionslike technology, government, journalism, and high education. All of this could pave the way for the rise of a new kind of role: the “new-collar” job. Here’s what to know about the category that’s not quite white collar, or blue collar. What are ‘new-collar’ jobs? Falling somewhere between white and blue collar, “new-collar” jobs require more technical or specialized skills, but not a college degree. They can be learned on the job; at community college, vocational schools, or cybersecurity boot camps; and through a professional certification program, for roles in engineering, tech, or even healthcare. The term was coined by former IBM CEO Ginni Rometty in 2016 (offering yet another example of how 2026 is the new 2016). 10 high-income ‘new-collar’ jobs A new report from Resume Genius, a platform for job seekers, lists 10 roles that often dont require a four-year diploma, but still offer high pay and flexible work options. They are: Marketing manager ($159,660 median annual salary) Human resource manager ($140,000 median annual salary) Sales manager ($138,060 median annual salary) Computer network architect ($130,390 median annual salary) General and operations manager ($129,330 median annual salary) Information security analyst ($124,910 median annual salary) Sales engineer ($121,520 median annual salary) Health services manager ($117,960 median annual salary) Art director ($111,040 median annual salary) Construction manager ($106,980 median annual salary)
Category:
E-Commerce
If the size of your failures isnt growing youre not going to be inventing at a size that can actually move the needle. Jeff Bezoss wordswritten in a 2019 letter to shareholderssuggest a more clear-eyed view of the innovation process than the paradoxical perspectives of many other senior executives. Oh sure, CEOs agree that innovation is important. In fact, 92% say its a top priority, according to a recent McKinsey article. But at the same time, more than 90% of CEOs say they do a lousy job at innovation. The reason for this confusing response can be boiled down to one major point, alluded to by Bezos: Fear of failure. Yes, fear of failureand wariness of the mixed messages they get from management. You cant expect people to take risks, challenge the status quo, and explore new ways of doing things when you measure them on hitting near-term targets with near-perfect accuracy. Innovation requires curiosity, experimentation, and learningthe trifecta I call, try, fail, learn. Inevitably, projects will fail; people will fail, too. Its normal, and its high time we normalized it in business. Below are five ways you can put meaningful metrics in place to incentivize healthy risk-taking and smart failure in your organization. 1. Start Small: Create Rituals That Normalize Failure Changing culture starts with small, visible experiments that make failure feel safe, expected, and even energizing. One of the simplest and most effective practices Ive implemented is what I call Fail-Free Fridays. These are dedicated 60-minute blocks of time where teams meet weekly to talk about whats not working and share ideas about things they want to try. No PowerPoints. No success criteria. No approvals. The goal isnt to solve the problems or produce a breakthrough; its to openly discuss whats not going well and experiment with new ideas. Without fear. How to make it measurable: Track the number of problems discussed Track the number of ideas generated Track self-reported psychological safety (before and after) Track cross-functional collaborations initiated during these sessions 2. Define What a ‘Good Failure’ Looks Like Not all failure is equal: Experimental failure is necessary for learning and invention, whereas operational failure is due to poor execution, lack of discipline, or not following processes and procedures. Help your team by painting a picture of what good failure looks like. Find a recent example and do a post-mortem analysis by showing how the initiative: Was aligned with strategic priorities Was based on a clear hypothesis Was a controlled experiment with defined parameters Produced a documented learning Informed future decisions The next step is to measure the proportion of failures that meet these criteria. Sample metrics might include: % of failed projects with clear hypotheses % of failed projects that produced specific, documented learnings Estimated resource savings from ideas invalidated early Time saved by early no-go decisions compared to traditional project lifecycles 3. Reward Learning Behaviors, Not Just Outcomes Traditional performance reviews reward outcomes: sales targets met, product launches delivered, efficiency increased. These metrics reinforce predictabilitywhich is essential for operations but corrosive to innovation. To incentivize smart failure, organizations must introduce behavior-based performance metrics tied to learning and experimentation. Examples include: Number of experiments initiated or proposed Willingness to challenge outdated assumptions or raise contrarian ideas Speed of testing a new ideahow quickly a team can test, learn, and adapt Cross-functional collaboration and knowledge-sharing One technique Ive used is integrating a Learning Objectives section into performance goals. Employees must identify one or two areas where they will experiment, explore, or test new approachesand leaders evaluate how intentionally and transparently they learn from the results. Behavior-based metrics shift attention from Did you succeed? to How did you learn, and what value did that learning create? 4. Build Transparency Into the System: Share Failures Publicly with Leaders as Role Models For failure to be normalized, it must be visible and leaders must be role models showing how it leads to learning and growth. Examples of transparency-building mechanisms: Town Hall or All Hands Meetings where the leader dedicates 15 minutes of the agenda to allow an employee to share a story of failure and learning (leaders can share their stories, too) Monthly Lessons Learned Roundtables where teams briefly share one failed experiment and one insight A digital Failure Dashboard highlighting experiments run, hypotheses tested, learnings extracted, and next steps Internal newsletters profiling teams who tried something bold, failed smart, and moved the organization forward Metrics here can include: Number of learnings shared across business units Participation rates in roundtables or learning forums Cross-team adoption of insights Repeat failure rate (a powerful metricif it decreases, organizational learning is improving) 5. Make Failure Economically Visible: Track the ROI of Learning We talk a lot about Return on Investment (ROI) of new projects. Similarly, the most important, and most neglected step is quantifying the Return on Failure (ROF). Leaders know that invalidating a bad idea quickly is just as valuable as scaling a good idea. In many cases, its more valuable. Early failure prevents wasted resources, prevents misaligned investments, and accelerates strategic focus. Organizations can track: Cost savings from early project termination Time-to-decision (how fast the organization can rule in or rule out an idea) Increase in pipeline throughput (better quality ideas lead to more opportunities making it to market) Portfolio health metrics (percentage of projects in exploratory vs. execution mode) The Cultural Shift: From Fear to Learning and Growth The goal is not to create a workplace where failure is unbounded or unexamined. The goal is to create a workplace where learning is measured, rewarded, and operationalized. When failure is treated as datanot deficiencyorganizations accelerate innovation, attract bolder thinkers, and build resilience into their strategy. They become more adaptive, mre opportunistic, and more capable of navigating uncertainty. Leaders who want sustained growth dont ask, How do we avoid failure? They ask, How do we create more opportunities to learnand how do we measure the value of that learning? The takeaways? Start small. Measure early. Reward curiosity. Make learning visible. Treat disciplined failure as a strategic asset. Organizations that do this consistently dont just innovatethey grow, consistently and over time. Thats what successful failure can do for your business.
Category:
E-Commerce
Sites : [1] [2] [3] [4] [5] [6] [7] [8] [9] [10] [11] [12] [13] [14] next »