Hall Render is pleased to announce that Blake Koletar has joined the firm’s Denver office.

Blake is a health care regulatory attorney who advises hospitals, health systems and other health care providers on the regulatory, employment and contracting issues that arise in their daily operations. He focuses on health care fraud and abuse compliance and helps clients navigate HIPAA privacy and security requirements.

He draws on prior in-house experience at a nonprofit health data company, where he advised on privacy compliance and employment matters, to offer practical guidance grounded in how organizations actually operate.

Blake is admitted to practice in Colorado and is a member of the American Health Law Association and the Colorado Bar Association.

The Nuclear Company Announces Prosperity One, a 6.6 Gigawatt Nuclear Power Campus in Lewis County, Kentucky

The proposed campus could deploy up to six Westinghouse AP1000 reactors along the Ohio River, establishing Kentucky's first commercial nuclear power project and marking the largest nuclear power generation site in the United States.

LEWIS COUNTY, Ky., Oct. 21, 2026 /PRNewswire/ -- The Nuclear Company today announced Prosperity One, a proposed nuclear energy campus in Lewis County, Kentucky, that could accommodate up to six Westinghouse AP1000 reactors generating approximately 6.6 gigawatts of electricity.

Located along the Ohio River in eastern Kentucky, the proposed development would become the largest nuclear power campus in the United States and one of the largest in the world if fully constructed. The project answers President Trump's call to accelerate American energy production and represents a major step toward restoring America's ability to build nuclear power at scale while bringing a new generation of industrial investment, skilled jobs, and long-term economic opportunity to a region that helped power the nation for more than a century.

The Nuclear Company, which has site control in the area, will partner with local landowners and community leaders in Lewis County to advance the proposed campus. The company plans to begin site development activities and pursue the federal approvals necessary to begin construction in 2028.

"For generations, communities along the Ohio River have formed America's industrial backbone," said Joe Klecha, Chief Nuclear Officer for The Nuclear Company. "We are proud to partner with the community to apply our team's collective experience to deliver lasting jobs, a stronger tax base, and reliable power for Kentucky."

Klecha, a former licensed senior reactor operator, brings 33 years of nuclear experience—from U.S. Navy nuclear submarines to operations leadership at some of America's largest nuclear fleets. At Vogtle Units 3 and 4, he held construction and operational readiness leadership roles. The Nuclear Company's Services division has performed maintenance at more than 40 percent of America's current operating nuclear power facilities.

The Nuclear Company's approach is grounded in the belief that major infrastructure projects succeed when the communities hosting them are active participants in their development.

Project planning will address transportation, housing, environmental stewardship, emergency preparedness, water use, and other considerations associated with developing a nuclear campus of this scale.

Sam Howard, a lifelong resident of Lewis County, owns the site and has partnered with The Nuclear Company to advance the project. He shares a vision for the large infrastructure buildout that would support local jobs and community economic development.

"I have nine grandchildren, and all of them live in Lewis County. I want them to have the opportunity to stay," said Howard. "For years, our county's unemployment rate has been among the highest in the state. An infrastructure project like this could provide jobs and economic opportunities for generations of Eastern Kentucky residents. I am proud to help advance this development."

Lewis County will be among Kentucky's first counties to request designation as a nuclear ready community under the Kentucky Nuclear Energy Development Authority. County leaders unanimously launched the effort in July 2026, held public input meetings, and earlier this month voted overwhelmingly to submit the county's filing to the Authority.

With the proposed site identified, The Nuclear Company is preparing to advance the engineering, environmental, regulatory, and commercial work required to move Prosperity One toward construction.

Initial activities will include detailed site characterization, geotechnical investigations, environmental assessments, transmission interconnection planning, and preparation for federal nuclear licensing.

As part of the approval process, TNC will engage the Nuclear Regulatory Commission through its established licensing processes, with the objective of obtaining the necessary approvals to begin construction in 2028.

About the Nuclear Company

The Nuclear Company is America's nuclear infrastructure platform. We're building a fully integrated system to unite the nuclear deployment chain, scale new builds, and drive operations and security.

Powered by the convergence of new technologies and an unprecedented verticalization of nuclear deployment, services, and systems, we integrate the entire nuclear lifecycle around one operating model and one data backbone.

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The U.S. Department of Homeland Security (“DHS”) recently published a proposed rule on September 11, 2026, that, if finalized, would end the 60-day grace period available to H-1B and other eligible nonimmigrant workers following a loss of employment. According to DHS, the proposed rule would more closely align nonimmigrant status with the employment on which that status is based while reducing administrative burden. The rule would impact H-1B nonimmigrants, as well as individuals in E, L-1, O-1 and TN status.

Under DHS regulations implemented in 2017, eligible nonimmigrants may receive a discretionary 60-day grace period, allowing them to remain in the U.S. following the termination or resignation of employment with their sponsoring employer. During this period, the nonimmigrant may make arrangements for departure or pursue options to find a new employer to sponsor them for H-1B or change to another nonimmigrant status.

Now, DHS contends that employment-based nonimmigrant statuses (such as H-1B, E, L-1, O-1 and TN visas) exist strictly for individuals to actively perform the qualifying employment. Allowing workers to remain in the U.S. after employment ends is viewed by DHS as inconsistent with the underlying statutory framework that ties legal status directly to active work.

DHS states that the grace period creates added adjudicative and administrative complexity for U.S. Citizenship and Immigration Services officers. Officers must frequently evaluate whether the grace period remains valid or available when reviewing subsequent extension, change-of-status, adjustment-of-status or new employer petitions filed after a worker’s employment has already ceased.

If the proposed rule is finalized, eligible nonimmigrants would be considered out of status immediately following the cessation of qualifying employment. DHS recognizes the potential strain on nonimmigrants but contends that eliminating the grace period would promote more efficient review of nonimmigrant petitions.

The comment period for the proposed rule is ongoing and will close on November 10, 2026. Individuals and organizations may submit feedback during this period, which DHS will consider before finalizing the rule.

Practical Takeaways

- Identify employees who may be impacted by the elimination of the grace period.

- Consider early notice of termination for nonimmigrant visa holders to allow for proper arrangements to be made.

- Prioritize timely filing for change of employer petitions to avoid interruptions in status.

Hall Render’s Immigration Team is closely monitoring the proposed rule and its potential impact on employers. If you have questions or need assistance evaluating H-1B sponsorship strategies or submitting comments, please contact:

- Michael Kim at (317) 977-1418 or mkim@hallrender.com;

- Lindsay Ramsey at (317) 429-3637 or lramsey@hallrender.com;

- Charlotte Fillenwarth at (317) 977-1476 or cfillenwarth@hallrender.com;

- Moncerrat Alvarez Mora at (317) 977-1477 or mmora@hallrender.com;

- Kip Coljohn at (317) 429-3626 or kcoljohn@hallrender.com; or

- Your primary Hall Render contact.

Hall Render blog posts and articles are intended for informational purposes only. For ethical reasons, Hall Render attorneys cannot, outside of an attorney-client relationship, answer specific questions that would constitute legal advice.

On October 8, Colliers hosted its annual National Healthcare Conference in Boston. It was well attended by a number of brokers, health system executives, developers and investors. Hall Render shareholder Andrew Dick attended the conference this year and presented on “Emerging Trends in Health Care Real Estate.” Andrew’s slides can be found here. In addition to Andrew’s content, there were two other presentations that caught our attention.

The first was a provider panel titled “Optimizing Healthcare Portfolios and the Evolution of Healthcare Real Estate Strategy.” The discussion was led by Kristin Blount from Colliers, along with Mike Becker from Lurie Children’s Hospital of Chicago, Ron Brown from Ascension, Jason Palda from UC Irvine, Maya Plotkin from Beth Israel Lahey Health and Kristen Thompson from UC Health (Ohio).

The second was a presentation about the economy titled “What a Bifurcated Economy Means for Healthcare Real Estate.” The discussion was led by Collier’s National Director of Research, Steig Seaward.

Below are five takeaways from those presentations:

- Access to Care – Providers are hyper-focused on finding the right location for outpatient services. The mission of a health care organization is to meet patients where they live. Ideal locations are in a retail setting where patients can receive care and grab lunch in the same trip. Providers are very interested in abandoned pharmacy locations and retail end caps that can be repurposed for medical use.

Key Takeaway – Patients continue to rank location and convenience as their top reasons for visiting an outpatient facility. Quality of care is important, but is often cited as a lower priority when choosing a provider.

- Own vs. Lease – Providers prefer owning core real estate assets in proven markets. When testing new markets, providers are more willing to lease assets until the business case is made for staying in the market long-term. Once the business case has been made, providers will want to purchase or build to secure their future. For non-profit providers, ownership creates a path to secure a property tax exemption that can significantly reduce operating costs.

Key Takeaway – Providers like to control their own destiny by owning core assets. Lower operating costs and challenging landlords were cited as the primary reasons they prefer ownership.

- Financial Performance Matters – Providers cited financial performance per location as a metric they are tracking and doing more with less space. If a particular location isn’t performing, they are more inclined to close the location or to look for ways to consolidate the services with a more profitable service line.

Key Takeaway – Every location is being monitored in terms of financial performance and overhead. Providers must look for ways to drive efficiency with real estate assets.

- Workforce Challenges – Our workforce demographics are changing. Due to declining birthrates, an aging population and a stricter immigration policy, there are fewer available workers.

Key Takeaway – Providers can identify new markets and clinical opportunities for growth, but staffing those opportunities will be a challenge in the near term.

- Real Estate and Recruiting Clinical Providers – Clinical providers cited workplace location as an important factor when deciding whether to accept a job offer. Providers also want to work at a facility that has amenities or that is close to amenities like restaurants, retail and fitness centers. The space itself is important as well. The space must offer modern design and workflow.

Key Takeaway – Clinical providers want a workplace that is convenient and that offers nearby amenities. But these factors won’t make up for poor workplace culture or low compensation.

For additional information on this topic, please contact:

- Andrew Dick at adick@hallrender.com or (317) 977-1491;

- Joel Swider at jswider@hallrender.com or (317) 429-3638; or

- Your primary Hall Render or Hall Render Advisory Services contact.

Hall Render blog posts and articles are intended for informational purposes only. For ethical reasons, Hall Render attorneys cannot—outside of an attorney-client relationship—answer specific questions that would be legal advice.

S4 Capital's Monks Accelerates Regional Growth Strategy in EMEA and APAC Expanding Nirvik Singh's Remit to APAC, Names Ash Smith Executive Vice President, Asia Pacific and Fay Denis du Peage Managing Director, Australia and New Zealand

LONDON, Oct. 21, 2026 /PRNewswire/ -- Monks, the purely digital, unitary operating brand of S4 Capital plc, today announced an evolution of its regional leadership across EMEA and Asia-Pacific. As global brands demand more agile, connected and AI-enabled marketing models, Monks is expanding its integrated Marketing and Technology Services footprint to help multinational clients operate at speed and scale across both regions.

Positioned as a change agent for modern enterprise brands, Monks unifies three core capabilities—Intelligence, Creation and Orchestration—through its flagship Monks.Flow platform to build brands as living systems. Across Asia Pacific, this evolution allows Monks to deliver end-to-end marketing transformation, helps clients accelerate media performance, eliminate operational silos and orchestrate intelligent marketing that turns real-time data into measurable business impact.

To lead this next chapter, Monks has expanded the leadership remit of Nirvik Singh to lead both EMEA and Asia Pacific, reporting to Bruno Lambertini, CEO of Marketing Services. Working alongside Nirvik, Ash Smith joins Monks as Executive Vice President, Asia Pacific, effective 13 November 2026. Fay Denis du Peage has been appointed Managing Director, Australia and New Zealand, effective immediately.

Nirvik recently stepped down as a Non-Executive Director from the S4 Capital Board to join Monks as CEO of Marketing Services, EMEA. In the new expansion of his role to APAC, he will integrate oversight for Marketing Services across both regions, recognizing the connected growth opportunities and delivering greater value and scale for clients.

Nirvik brings more than 35 years of experience in the industry, most recently as Global Chief Operating Officer and President International at Grey Group. Nirvik has spent decades running multi-region businesses and partnering with enterprise brands including Procter & Gamble, The Coca-Cola Company, Volvo and Haleon to navigate complex market dynamics and deliver commercial impact.

Reporting to Nirvik, Ash Smith will focus on accelerating regional business growth, strengthening client partnerships and scaling Monks' product and solutions capabilities across Asia Pacific. Ash brings more than 18 years of experience across Australia, Europe, China, Hong Kong and Southeast Asia, spanning product development, client solutions, innovation and business leadership. Throughout his career, he has focused on combining human intelligence, data and technology to create value for brands, translating local and regional market insights into innovative solutions and business growth.

Prior to joining Monks, Ash served as Chief Product and Solutions Officer for JAPAC at Tag, a Dentsu company, where he led the talent, products and technology needed to address complex client challenges, including driving Tag's AI and innovation agenda. Previously, as Managing Director for Southeast Asia, he built strategic client partnerships and developed integrated, scalable solutions by bringing together expertise from across the network, delivering strong business growth.

Over his career, Ash has worked with leading global brands across technology, CPG, luxury and automotive, building long-term partnerships and delivering solutions that drive real-world impact. He has also shared his perspectives at industry forums, most recently NRF and ATS.

"We are excited to welcome Ash to our leadership team in Asia Pacific as we continue to scale our integrated offering and deepen our partnerships with clients across the region. His experience spanning client leadership, product, solutions and innovation will be valuable as we bring together creative, media, production, data and technology to deliver greater agility, efficiency and real-time relevance for brands. As we continue to advance our unitary model and the capabilities enabled by Monks.Flow, Ash will play an important role in translating our regional ambitions into meaningful outcomes for our clients and our business," said Nirvik Singh, CEO, Monks EMEA and APAC.

Ash joins Monks as the company continues to evolve its integrated Marketing and Technology Services offering, bringing together creativity, media intelligence, production, data, and technology to help brands compete in an increasingly complex and fast-moving market. Through Monks.Flow, its flagship AI ecosystem for marketing orchestration, Monks is connecting insights, creativity, and execution to enable real-time relevance and turn marketing into a growth engine. Ash's experience in product and solutions leadership, AI innovation and integrated client partnerships will support the continued development and deployment of these capabilities across Asia Pacific.

"The best agencies don't just make work, they solve problems. When people and technology come together in the right systems, we can move faster, think bigger and unlock growth for brands in ways that weren't possible before. That means bringing media, creative, production and data to the table as one team, not a set of silos. Our job is to put clients at the centre of everything we do and help them win through new ideas and experiences," said Ash Smith, incoming EVP, Monks Asia Pacific.

Based in Sydney, Fay Denis du Peage will report to Ash Smith and lead Monks' growth and market development across Australia and New Zealand. She will focus on strengthening the local offering, deepening client partnerships and bringing together Monks' capabilities across creative, media, data and technology.

Fay brings experience across media, data, digital and operations from her career at Monks and MightyHive. She steps into the role after serving as Senior Vice President, Media, APAC, where she has helped strengthen Monks' regional media proposition and drive greater integration across data, technology and media.

"AUNZ is a sophisticated and fast-moving market, and there is a significant opportunity for Monks to bring more of our capabilities together around the challenges our clients are facing, empowering them to become Real-Time Brands. The future of marketing isn't about one discipline working in isolation—it's about connecting media, creativity, data and technology with AI to create better outcomes in real time. My focus will be on making that capability even more relevant and accessible to clients, while building on the strength of our local teams and partnerships. I'm excited about what we are about to create together in the market," said Fay Denis du Peage, Managing Director, Australia and New Zealand, Monks.

"Nirvik and Ash bring complementary leadership experience and a strong understanding of what clients need in an increasingly complex and fast-changing market. With Nirvik's expanded regional leadership and Ash's expertise in client solutions, product, and innovation, we are strengthening our ability to drive growth, connect capabilities, and deliver greater value for clients across our markets. Fay's appointment is an important step in strengthening our presence across AUNZ, with Australia as our largest APAC market. I would also like to thank Kenny Griffiths for his leadership and the valuable contributions he has made to Monks," said Bruno Lambertini, CEO, Marketing Services, Monks.

Media Inquiry

Evelyn Hsu

VP, Marketing and Communications, APAC

[email protected]

About Monks

Monks is the global, digital-first, data-driven, unitary operating brand of S4 Capital plc. With a legacy of innovation and specialized expertise, Monks combines an extraordinary range of global Marketing and Technology Services to redefine how brands interact with the world. Through Monks.Flow, its flagship AI ecosystem for marketing orchestration, Monks transforms marketing into a growth engine, collapsing timelines and connecting brands to culture in real time. By deploying bespoke intelligent agents across disciplines and delivering culturally relevant, high-impact creative and digital solutions, Monks solves key critical business challenges across the entire brand enterprise to help brands sustain long-term impact.

Monks was named a Contender in The Forrester Wave™: Global Marketing Services and a leader in the 2026 Gartner® Magic Quadrant™ for Global Digital Marketing Agencies. It ranks among Cannes Lions' Top 10 Creative Companies (2022-25) and remains the only partner featured in AdExchanger's Programmatic Power Players list every year (2020-24). Named Adweek's first AI Agency of the Year (2023) and The One Show's inaugural AI Pioneer Organization (2025), Monks was also awarded Business Intelligence Group's 2026 Excellence in Artificial Intelligence Award in the Human-Machine Interaction Team category. Additionally, Monks.Flow earned AI-based Marketing Solution of the Year at the 2026 AI Breakthrough Awards and a 2026 Global Generative AI Award in the Agentic Marketing Innovation category. Finally, Monks achieved a record-breaking number of FWAs and continues to hold the most of any partner.

About S4 Capital

S4 Capital is a purely digital advertising and marketing services business built for global, multinational, regional and local clients, as well as millennial-driven influencer brands. The business operates through two data- and digital-media-driven practices: Marketing Services and Technology Services, emphasising 'faster, better and more efficient' execution in an always-on, consumer-led environment. Its unitary structure positions the Company as a systems integration partner delivering real-time relevance in the post-agency era.

The Company has approximately 6,200 people in 34 countries, with approximately 82% of net revenue across the Americas, 12% across Europe, the Middle East and Africa, and 6% across Asia-Pacific.

NATIONAL

ALABAMA

ALASKA

ARIZONA

ARKANSAS

CALIFORNIA

COLORADO

CONNECTICUT

DELAWARE

DISTRICT OF COLUMBIA

FLORIDA

GEORGIA

HAWAII

IDAHO

- Idaho ranks midrange in rising childbirth costs nationwide

- Idaho lawmakers tee up bill to reform prior authorization, and more health insurance issues

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- The current status of Idaho’s Rural Health Transformation Program

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MINNESOTA

MISSISSIPPI

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MONTANA

NEBRASKA

NEVADA

NEW HAMPSHIRE

NEW JERSEY

NEW MEXICO

NEW YORK

NORTH CAROLINA

NORTH DAKOTA

OHIO

OKLAHOMA

OREGON

PENNSYLVANIA

RHODE ISLAND

SOUTH CAROLINA

SOUTH DAKOTA

TENNESSEE

TEXAS

UTAH

VERMONT

VIRGINIA

WASHINGTON

WEST VIRGINIA

WISCONSIN

WYOMING

St George's and Epsom hospitals turn to MazeMap to improve the patient experience

NHS hospital group gesh introduces digital wayfinding to help patients navigate changing hospital sites

TRONDHEIM, Norway, Oct. 21, 2026 /PRNewswire/ -- St George's and Epsom hospitals have introduced MazeMap digital wayfinding to help patients and visitors find their way to care. The hospitals are part of St George's, Epsom and St Helier University Hospitals and Health Group (gesh), which secured New Hospital Programme innovation funding for the project.

Building work and service relocations can make familiar hospital routes harder to follow. The service gives the hospitals a way to keep digital location information current as departments move, while supporting patients with different navigation needs.

The implementation combines digital maps with training for hospital staff to maintain location information as departments and services change. Patients and volunteers have taken part in engagement sessions, and kiosks and touchscreens form part of the phased rollout.

"Finding your way around a large hospital can be challenging, particularly if you're visiting for the first time, don't speak English as your first language or have accessibility needs. Helping people find their way is an important part of improving the patient experience," said Paul Sheringham, Group Head of Digital Communications, gesh.

David Roskams said the intention was for the project's learning to contribute to Hospital 2.0 future designs.

After reviewing available options and seeking references from other NHS organisations, the team selected MazeMap for its capabilities within the available budget. Staff training was an important part of preparing the hospitals to maintain the service themselves.

"The experience of actually setting up, creating the maps was a very good one," said David Roskams, Group Director Digital Transformation, gesh.

The implementation included sessions in which patients were introduced to the maps, asked to use them independently and invited to share their experience. Short videos and QR-code posters supported the introduction of the service.

The service is designed to make finding an appointment one less thing for patients to worry about. By helping people navigate unfamiliar buildings and keeping directions up to date as services move, gesh aims to make visits to St George's and Epsom hospitals easier and less stressful.

Further details: https://mazemap.com/case-studies-posts/st-georges-epsom-hospital-wayfinding

About MazeMap

MazeMap provides digital maps and wayfinding tools that help people navigate complex buildings and sites. Its hospital maps support navigation for patients, visitors and staff, with tools for organisations to maintain location information.

Media contact

Karthik Kumar

Head of Marketing, MazeMap

[email protected]

+47 45355996

This information was brought to you by Cision http://news.cision.com

The following files are available for download:

SOURCE MazeMap AS

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On September 16, 2026, Democratic Senators Elizabeth Warren (D-MA), Ron Wyden (D-OR) and Jeff Merkley (D-OR), along with Representatives Val Hoyle (D-OR), Alexandria Ocasio-Cortez (D-NY) and Suhas Subramanyam (D-VA), introduced the Stop Corporate Takeovers of Physicians Act of 2026 (the “Act”) to establish a federal framework governing the corporate practice of medicine (“CPOM”), an area of law that has historically been regulated almost exclusively at the state level.

Modeled, at least in part, on Oregon’s recent CPOM legislation, the Act is intended to limit the ability of private equity firms, insurers and other for-profit non-clinician entities to own, control or influence physician practices and clinical decision-making, while generally exempting certain nonprofit health care providers and hospitals from several of its central restrictions. Supporters of the Act contend that management services organization (“MSO”) arrangements and similar structures have allowed corporate entities to exert increasing influence over physician practices, effectively circumventing longstanding CPOM restrictions in many states.

If enacted, this would significantly expand federal oversight of physician practice ownership and management arrangements. However, health care organizations should keep the current legislative landscape in perspective. The Act was introduced late in this congressional session and will expire at the end of the year. It also currently lacks bipartisan support and does not have sponsorship from members of the committee in which it was referred. Given the unlikelihood of advancement this year, most providers, physician groups, investors and MSOs are unlikely to need to make immediate operational changes in response to the Act’s introduction. Nevertheless, the proposal reflects continued scrutiny of physician-practice ownership, MSO arrangements and physician autonomy issues that remain active areas of public policy discussion. Recent state initiatives reflect similar scrutiny, including California Senate Bill 351 and Assembly Bill 1415, effective January 1, 2026, which impose additional restrictions and requirements on certain physician-practice, management and health care transaction arrangements.

Key Provisions of the Act

Ownership and Control Restrictions. At its core, the Act would prohibit certain corporate ownership and control of medical practices. Under the Act, a for-profit partnership or corporate entity that is not majority-owned and controlled by one or more licensed clinicians generally could not:

- Own or control a medical practice;

- Employ or contract for the professional services of licensed clinicians; or

- Otherwise engage in the practice of medicine.

For purposes of the legislation, licensed clinicians include physicians, nurse practitioners and physician assistants. The Act generally requires both majority ownership and majority governing-body control by licensed clinicians.

It would establish a national baseline that would extend CPOM restrictions to states that do not currently impose them, while also allowing states to maintain more restrictive CPOM requirements. As a result, states with existing CPOM laws would generally retain their current authority to impose stricter ownership and control limitations.

Restrictions on MSOs. The Act also takes direct aim at “friendly physician” MSO arrangements. The Act would prohibit MSOs from exercising control over a variety of operational, administrative and clinical functions of a physician practice. Among other things, an MSO could not exercise ultimate decision-making authority over:

- Hiring and termination decisions;

- Clinician compensation and work schedules;

- Staffing levels;

- Revenue distribution and financial targets;

- Billing and coding practices;

- Clinical standards and policies; and

- Third-party payor contracting activities.

The Act would further restrict an MSO’s ability to own interests in, finance acquisitions of or otherwise participate in the governance and management of physician practices. In addition, management services agreements would be subject to arm’s-length negotiation requirements and fair market value standards.

Clinical Independence Protections. Consistent with its stated purpose, several provisions are designed to protect physician autonomy and clinical decision-making. The Act would prohibit medical practices and other entities engaged in the provision of health care services from interfering with, controlling or directing a clinician’s professional judgment through discipline, adverse employment actions, coercion or other forms of pressure. The Act specifically identifies concerns regarding patient scheduling, treatment decisions, coding practices and other clinical matters that lawmakers believe should remain under the control of licensed clinicians.

Physician Ownership Requirements. It seeks to ensure that physician ownership is substantive rather than merely nominal. Under the proposal, clinician owners generally would be required to:

- Be licensed in the state where services are provided; and

- Be substantially engaged in delivering medical care.

This requirement appears intended to address concerns regarding physician owners who serve primarily as nominal owners for multi-state practice structures or investor-backed arrangements.

Restrictions on Certain Employment Covenants. The Act would prohibit a variety of restrictive contractual provisions involving clinicians, health care providers and MSOs. Among other things, the Act would generally render non-compete, non-disclosure and non-disparagement agreements unenforceable, subject to limited exceptions. One notable exception would permit certain non-compete provisions where a clinician maintains an ownership interest of at least 25% in the medical practice.

Enforcement Mechanisms. There are substantial enforcement provisions. Violations would be treated as unfair or deceptive acts or practices enforceable by the Federal Trade Commission. The Act would also:

- Create a private right of action;

- Permit recovery of treble damages, attorneys’ fees and costs;

- Authorize enforcement actions by state attorneys general;

- Allow courts to order divestiture and disgorgement in certain circumstances; and

- Create potential exclusion consequences under federal health care programs.

Why the Legislative Effort Is Significant

The most notable aspect of the Act may be its attempt to establish a federal CPOM framework. Historically, CPOM restrictions have developed through a patchwork of state statutes, regulations, licensing requirements, attorney general opinions and court decisions. As a result, health care organizations often evaluate physician-practice arrangements under state-specific standards that can vary significantly from one jurisdiction to another. This represents a departure from that traditional approach by creating a nationwide set of ownership, governance and operational requirements. Although many of the Act’s concepts resemble restrictions already seen in states such as Oregon and California, the proposal would apply those concepts at the federal level.

At the same time, the exemptions are notable. The Act generally exempts nonprofit health care providers, hospitals, hospital-affiliated clinics, critical access hospitals and rural emergency hospitals from several of its central ownership restrictions. As a result, the practical impact of the Act would likely be felt most directly by investor-backed physician practice platforms, MSOs and similar arrangements rather than many traditional hospital and health system structures.

Practical Takeaways

Hall Render recommends that health care organizations consider the following:

- Understand the Act’s current status. While the proposal has generated significant attention, it faces substantial hurdles before becoming law. Little time is left in the current Congress, especially in light of the midterm elections; thus, legislative time for the Act to move through the process is limited. Additionally, there is not enough bipartisan support for this to be fast-tracked through Congress.

- Continue monitoring CPOM developments. Physician-practice ownership, clinical autonomy and MSO arrangements continue to receive increased attention from lawmakers, regulators and enforcement agencies. Concepts found in the Act will be discussed by both parties, especially as Congressional health care committees continue their scrutiny of health care consolidation, transparency and ownership.

- Review existing MSO and physician-practice structures as part of routine compliance efforts. Organizations should remain mindful of applicable state CPOM requirements, particularly in states that have recently expanded restrictions on physician-practice ownership and management arrangements.

- Consider flexibility in new MSO arrangements. Organizations entering into new MSO or physician-practice arrangements may wish to consider whether their agreements provide appropriate flexibility to restructure or unwind the arrangement if future federal or state CPOM restrictions materially affect the structure. Given the current legislative landscape, such provisions may be appropriate as a forward-looking risk-management consideration rather than as a response to the legislation itself.

- Watch for state-level activity. States continue to be very active in this space as many of the concepts reflected here have already appeared in recent state legislative and regulatory initiatives.

- Keep developments in perspective. At this stage, most health care organizations are unlikely to need immediate operational or transactional changes solely because the Act was introduced. However, the Act serves as another reminder that physician-practice ownership and governance structures remain under scrutiny at both the state and federal levels.

Hall Render will continue to monitor developments involving the Act and related CPOM initiatives.

Chen Qiyu: Building on "Affordability & Reliability", Fosun Expands the Global Reach of Chinese Innovative Drugs

HONG KONG, Oct. 21, 2026 /PRNewswire/ -- On 20 October, the Sustainability Global Leaders Conference 2026 was held in Shanghai. The Conference, themed "Building a Resilient Future Together: Global Governance, Innovation-Driven Growth, and Industrial Upgrading", brought together more than 300 guests from around the world, including representatives of relevant United Nations agencies and various international organizations, Nobel Prize and Turing Award laureates, senior executives of leading domestic and international enterprises, and experts from leading think tanks.

Chen Qiyu, Co-CEO of Fosun International, was invited to attend the Conference and delivered a speech on the theme of "Value-Driven Globalization of Chinese Enterprises", titled "From Chinese Innovation to Global Value: Bringing the Benefits of Innovation to More Lives". Drawing on Fosun's experience, Chen Qiyu shared his views on how Chinese innovative drugs can reach global markets.

"Chinese innovative drugs are undergoing a historic transformation, evolving from participants in global innovation to contributors to it, and from serving the Chinese market to creating value globally," Chen Qiyu said.

Several figures bear this out: in 2025, the total value of out-licensing deals for Chinese innovative drugs was approximately USD136 billion; in the first half of 2026 alone, that figure exceeded USD100 billion. Meanwhile, clinical research assets originating from China accounted for about one-third of the global total, comparable to that of the United States.

"As Chinese innovative drug companies go global, what value should they create for the world?" Chen Qiyu said, "For Fosun, the fundamental purpose of innovation is to help more people live healthier lives and safeguard more lives."

Pushing the frontiers of science to meet patients' greatest needs

Pharmaceuticals and healthcare were among the first industries Fosun entered and have remained central to the Group's business ever since. In 1993, research related to PCR technology was awarded the Nobel Prize in Chemistry. Fosun, then in its early days, was already exploring the technology and developed a PCR-based diagnostic reagent for hepatitis B that same year. "That was Fosun's first encounter with the Nobel Prize," Chen Qiyu said.

For more than three decades of development, Fosun has kept pace with advances at the frontiers of science and technology. "In pharmaceuticals and healthcare, our innovation has always been driven by unmet clinical needs. We bring together scientific research, technology innovation and the capabilities needed to translate discoveries into medicines," Chen Qiyu said. "The innovations most worth investing in are those that can truly transform patients' lives."

Artesunate, known as a life-saving medicine for malaria patients across Africa, is a prime example. In the 1970s, Tu Youyou and her team discovered artemisinin. Building on that discovery, scientists and pharmaceutical researchers in Guilin, Guangxi, developed artesunate in 1977. In 2004, Fosun acquired Guilin Pharma, carrying this legacy of innovation forward.

For more than two decades thereafter, Fosun invested continuously in R&D, manufacturing process improvements, quality systems, international regulatory registrations and global market expansion. These efforts helped turn a discovery by Chinese scientists into a medicine that patients around the world could access.

In 2010, Artesun, an artesunate for injection, received World Health Organization (WHO) prequalification. In 2023, its second-generation product, Argesun, also received WHO prequalification. Argesun is particularly well suited to settings with limited healthcare resources. As of 30 June 2026, Fosun had cumulatively supplied more than 460 million vials of artesunate for injection worldwide, saving more than 92 million patients with severe malaria.

According to the World Malaria Report 2025, an estimated 14 million malaria deaths were averted worldwide between 2000 and 2024. Oral artemisinin-based medicines averted approximately 250,000 malaria deaths a year, while artesunate for injection averted around 150,000 malaria deaths a year.

"Scientific discovery brings new hope for patients. Sustained innovation and the ability to translate discoveries into medicines ensure that this hope reaches people around the world," Chen Qiyu said. "The value of Chinese innovation lies not only in developing world-class products, but also in making them accessible to more people worldwide."

The competitive edge of Chinese innovative drugs: affordability and reliability

Today, Chinese innovative drugs are becoming increasingly competitive. At the same time, a key question is emerging in the industry: what should underpin their competitive advantage globally? Chen Qiyu believes that two qualities are particularly important: affordability and reliability.

He cited the example of HANQUYOU, independently developed by Fosun's innovative biopharmaceutical platform, Henlius. HANQUYOU is a trastuzumab biosimilar for the treatment of HER2-positive breast cancer, gastric cancer and other conditions. The original drug had previously been very expensive. When HANQUYOU was launched in China in 2020, the estimated annual drug cost was around RMB130,000 for the original drug, compared with approximately RMB70,000 for HANQUYOU.

"This means more patients have the opportunity to receive high-quality biologic medicines and standardized treatment," Chen Qiyu said. "But our goal goes beyond affordable prices. We are equally committed to delivering quality that people can trust."

From the outset, Henlius has adhered to international standards in the development of its medicines. Rigorous quality comparability assessments and international multi-center clinical studies demonstrated a high degree of similarity between HANQUYOU and the innovator drug in quality, safety and efficacy.

After its approval in China, HANQUYOU received marketing approvals in the European Union (EU) and the U.S., becoming a China-developed monoclonal antibody biosimilar approved in three major markets. Today, it is available in more than 50 countries and regions worldwide.

"Chinese pharmaceutical companies are capable of developing medicines that are both affordable and able to meet the stringent requirements of leading global markets. Achieving both, however, remains a unique challenge for Chinese innovative drug companies," Chen Qiyu said.

He noted that innovative drug development requires significant investment, carries high risks and demands rigorous standards. Chinese innovative drug companies face the same R&D challenges and must meet the same international quality requirements as their global peers, while operating under tighter pricing constraints. As a result, simply replicating the traditional development model of multinational pharmaceutical companies is not enough. Instead, they must continually enhance innovation efficiency and lower R&D and manufacturing costs by leveraging technology platforms, advanced manufacturing, AI and lean operations to deliver high-quality innovation more effectively and efficiently.

Greater efficiency alone, however, will not sustain the development of world-class innovative drugs. Companies must also expand their global reach, ensuring that their innovations are widely adopted and generate appropriate returns.

"Chinese innovative drug companies must therefore build on their presence in China while remaining firmly committed to global expansion," Chen Qiyu said. "We must leverage the efficiency of Chinese innovation to compete globally, and the value generated in global markets to sustain further innovation. This is an important path for Chinese innovative drug companies as they go global."

From a single breakthrough to system-wide innovation: building a multinational innovative drug company rooted in China

"In the past, innovation often relied on a single technological breakthrough. Going forward, however, competitive advantage will increasingly depend on a company's ability to build a sustainable innovation system that consistently generates new drugs," Chen Qiyu said. Over the past three decades, Fosun Pharma has steadily built an open and globally integrated R&D network. Focusing on core therapeutic areas such as oncology, immunology and inflammation, it has established R&D platforms spanning small molecules, antibodies, antibody-drug conjugates (ADCs) and cell therapies, while expanding into cutting-edge therapeutic modalities such as radiopharmaceuticals.

In the first half of 2026, Fosun Pharma's total R&D investment rose 25.66% year-on-year to RMB3.247 billion. Of this total, RMB2.650 billion was invested in innovative drug R&D, representing a year-on-year increase of 48.38%. Revenue from innovative drugs grew 13.84% year-on-year to RMB4.911 billion, accounting for 33.35% of pharmaceutical business revenue.

Building on the success of HANQUYOU, Henlius has continued to achieve new breakthroughs. Its independently developed HANSIZHUANG became the world's first and only anti-PD-1 monoclonal antibody approved for perioperative treatment of gastric cancer. Henlius now has 10 products approved in over 60 countries and regions worldwide, benefitting more than 1.1 million patients. Its next-generation pipeline is also advancing rapidly. HLX43, an independently developed PD-L1 ADC with broad-spectrum anti-tumor activity and best-in-class potential, is being evaluated in more than ten clinical studies of HLX43 as monotherapy or in combination regimens, with more than 1,500 patients enrolled worldwide. Meanwhile, HLX22, a novel HER2-targeting monoclonal antibody, is being investigated for its therapeutic potential in gastric cancer, breast cancer and other indications.

Suunto Launches Race 3S: Next-Generation Performance Watch in a Compact Titanium Case

Suunto's next-generation performance watch brings up to 38 hours of dual-band GPS battery, a 2,000-nit AMOLED display, and free worldwide offline maps in a 56 g build, debuting alongside Suunto's new AI Coach.

VANTAA, Finland, Oct. 21, 2026 /PRNewswire/ -- Suunto launches Suunto Race 3S, a new-generation flagship performance watch. Built for smarter training, with features designed especially for trail running, Race 3S brings together up to 38 hours of dual-band GPS battery, a 2,000-nit AMOLED display, and a full set of intelligent trail tools at just 56 g. It is a watch built to go further and move lighter, so a long day in the mountains stays simple.

First launched in 2023, the Race series established Suunto's position as the choice for athletes who train with intention and perform when it counts. Suunto Race 3S carries that standard into a compact 46 mm case sized to sit well on smaller wrists, and holds on to long-lasting battery life, a flagship display, and the complete trail toolkit alongside it.

"People have more performance data at their fingertips than ever, but turning all that information into something useful can be a challenge," said Daniel Das Bhowmik, VP Product at Suunto. "We built Race 3S to carry long-lasting battery life in a case compact and light enough to forget, and we're launching it alongside Suunto AI Coach to make things simple again: turning questions and personal data into clear, actionable answers."

Battery for the Long Haul

No runner should plan a race around a battery bar. Suunto Race 3S gives them room to plan the race instead: up to 38 hours in dual-band GPS mode (up to 32 hours with the always-on display on), compared with up to 30 hours on Race S, with full positioning accuracy switched on the entire time. Additional battery modes reach further still, including a smartwatch mode with up to 12 days of battery life for everyday wear.

For runners used to planning a session around what the watch has left, that is up to eight more hours of pacing, navigation, and heart rate on the wrist than Race S. Training runs finish the way they were planned, races carry data all the way to the line, and the charger stays at home.

A Compact Build With Flagship Performance

The best watch on a long climb is the one a runner stops noticing. At 56 g with the silicone strap, 38 g for the watch head alone, Suunto's Race 3S sits close to the wrist at roughly the weight of two energy gels, with a compact fit that works well for smaller wrists, too. A titanium bezel and sapphire crystal lens handle rock, scrub, and repeated impact.

Inside, the new-generation Apollo 510 processor drives faster response across maps and menus, and an upgraded optical heart rate module with six LEDs and four photodetectors behind 2.5D curved sensor glass holds accuracy through arm swing, sweat, and cold. Pair a Suunto heart rate belt to enable ZoneSense and it reads true intensity straight from the body's response.

Suunto AI Coach Debuts With Race 3S

Race 3S marks the debut of Suunto AI Coach, an AI-powered conversational coaching experience in the Suunto app. It turns your Suunto data into insight, guidance and action, helping you understand your data, know where you stand and decide what to do next.

Ask Suunto AI Coach anything about your training, and it answers clearly and in context, with guidance and visuals such as charts, tables and maps, plus next steps whenever you want them. When you want to act, it creates structured workouts, training plans and routes; workouts and routes can then be saved in the Suunto app and synced to your watch. Customers who purchase and pair Suunto Race 3S can get three months of Suunto AI Coach free by activating their watch through the Suunto app by 31 December 2026.

Precision in Every Terrain, Free Maps Worldwide

When the trail disappears under canopy or into a canyon, the line on the wrist stays put. Positioning offers better overall performance, notable through forests, canyon walls, and switchbacks. Free worldwide offline maps now add contour lines and place names for an instant read on where you stand. They download straight to the watch and run entirely on board, subscription-free, so the terrain travels with the runner wherever the trail goes.

A Race Strategy Set Before the Gun

The hardest racing decisions arrive when a runner is least equipped to make them. Suunto Race 3S makes them early instead. Climb Guidance shows what the trail does next, climb or descent, updated in real time, so effort can be placed in advance: know a descent is coming, and save the legs for the climb after it.

Race Planner will build a personalized pacing plan from the route, the weather, and a runner's race goal, with real-time guidance to hold pace on race day.*

A Display You Can Read in Full Sun

Mid-race data only counts if it can be read mid-stride. The 1.32-inch LTPS Hybrid AMOLED reaches 2,000 nits, more than three times the brightness of Race S, at 466 × 466 resolution. In midday glare above the treeline or on a 4 a.m. start in the dark, pace, distance, and the next turn stay readable at a glance.

Everything You Run With, on One Wrist

64 GB of onboard storage holds maps, routes, training data, and offline music.** It offers over 100 sport modes, including running, cycling, swimming, gym work, and multisport. Race 3S is available in three colorways: Orchid, Feather, and Black.

Read more about Suunto AI Coach at https://us.suunto.com/pages/suunto-ai-coach

Availability:

EMEA: October 15th

CHINA: October 15th

NAM: October 29th

APAC: October 29th

Race 3S will be sold through Suunto's direct-to-consumer channels and authorized outdoor and running retail partners across North America, Europe, and key Asia-Pacific markets.

Pricing: EUR 499 / USD 599

Colors: Purple, Grey, Black

Images for media use: https://media.suunto.com/pub/collection/7d1b229aace5399e4c0c117efcaf1bdf?locale=en

About Suunto

Suunto is a Finnish brand, established in 1936. It was founded by Finnish inventor Tuomas Vohlonen, who pioneered a new standard for navigational precision. That same year, his innovation – a field compass – was stronger, steadier, and more accurate than any other handheld navigational tool of its time. It was the first of many Suunto products built to withstand the harsh conditions of our native Finland.

In the near century since, Tuomas's spirit of innovation has continued to chart Suunto's course. From some of history's first dive computers and high-altitude wrist altimeters to today's GPS watches, Suunto remains a trusted companion for outdoor adventurers across the globe.

Supporting explorers, athletes, and weekend warriors alike remains our core mission – providing the tools to dive deeper, climb higher, and push the limits of human potential.

SOURCE Suunto

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