Bloomsbury Money Group appoints ex-SAP engineer as CTO to head global banking platform

LONDON and ST HELIER, Jersey, Sept. 21, 2026 /PRNewswire/ -- Bloomsbury Money Group today announced the appointment of Thomas Holst as Chief Technology Officer. Holst joins from SAP's health technology ecosystem, and brings more than a decade of experience building data-intensive, privacy-critical technology platforms. As CTO, he will lead Bloomsbury Money's technology strategy, engineering and platform architecture as the Group builds out its banking platform across its existing markets and the new jurisdictions it plans to enter.

The appointment comes as Bloomsbury Money moves from a regulated money services and virtual asset business run from Jersey and London to a multi-jurisdiction financial network. The group's current services span multi-currency accounts, foreign exchange, cross-border payments and regulated virtual asset custody and transfers. Under Holst, these are being brought together on a single platform designed from the outset to run in several regulatory environments with one standard of control.

A single network for cross-border value

Bloomsbury Money's ambition is a global cross-border payment network in which fiat currencies, regulated digital assets and local payment rails sit side by side. In practice that means a customer can hold, convert and send value in the form that suits the transaction, whether a wire, a card payment, a domestic instant payment or a digital asset transfer, and the network selects the fastest compliant route. The group intends to extend its regulatory footprint and rail connectivity market by market to deliver this, starting in Jersey and the Channel Islands.

Manu Choudhary, co-founder, Bloomsbury Money Group, said:

"Thomas is joining at the right moment. We have a regulated business, live customers and a clear view of where cross-border money movement is heading. What we need now is someone who can turn that view into infrastructure that behaves the same way in every market we enter. Thomas has spent thirteen years building software where getting the data wrong is not an option, and that is the mindset we want at the centre of this platform. Our ambition is a network where a business in one country pays a supplier in another in whatever form of money and over whatever rail makes sense, without ever thinking about the plumbing."

Chris Park, CEO, Bloomsbury Money Group, said:

"I have spent over decades in banking and the pattern never changes: the firms that last are the ones whose technology is boring in the right ways. Resilient, auditable, fast, and built by people who assume a regulator will one day ask to see how every decision was made. Thomas comes from SAP and from healthcare technology, one of the few sectors where the bar on data protection and control is as high as it is in finance. He has shipped enterprise software to hospitals and research institutions and built and run the cloud infrastructure underneath it. Bringing that discipline to a platform spanning fiat, digital assets and local rails across several jurisdictions is exactly the point. This is an infrastructure hire, and infrastructure is what we are building."

Thomas Holst, Chief Technology Officer, Bloomsbury Money Group, said:

"Most fintechs bolt new products onto an old core. Bloomsbury Money is building the core with the network in mind from day one: multiple currencies, multiple asset types, multiple rails and multiple regulators, all held to the same standard of control. That is a rare engineering brief and it is why I said yes. I spent more than a decade in SAP's health technology ecosystem in Germany, building products for hospitals and researchers and health data applications and the cloud infrastructure they run on. Both taught me that trust is a technical property. It comes from architecture, testing and auditability, not from a marketing deck. I will bring the same standard here."

About Bloomsbury Money Group

Bloomsbury Money Group provides multi-currency accounts, spot foreign exchange, cross-border payments, Visa debit cards and regulated virtual asset services to businesses and individuals, with offices in St Helier, Jersey and London. Its regulated business, Bloomsbury Money Jersey Limited, is a money service business and virtual asset service provider regulated by the Jersey Financial Services Commission (JFSC registry reference 210054). Bloomsbury Money Group Limited is a Jersey private company (registered number 165853). The group is building a global cross-border network for fiat, digital assets and local payment rails, and trades under the strapline Better Global Banking.

Forward-looking statements

This announcement contains some forward-looking statements about Bloomsbury Money Group's strategy, plans and intended products, including the development of its platform, the extension of its services into additional jurisdictions. These statements reflect current intentions and expectations and are subject to regulatory approvals, technical development, market conditions and other factors outside the group's control. They are not a guarantee of future performance or of the availability of any product or service in any jurisdiction, and the group undertakes no obligation to update them.

Media contacts: Bloomsbury Money Press Office

Email: [email protected]

Website: www.bloomsburymoney.com

SOURCE Bloomsbury Money

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NEW YORK, Sept. 21, 2026/PRNewswire/ -- Rosen Law Firm, a global investor rights law firm, announces a class action lawsuit on behalf of purchasers of common stock of DICK'S Sporting Goods, Inc. (NYSE: DKS) between September 8, 2025 and August 24, 2026, both dates inclusive (the "Class Period"). A class action lawsuit has already been filed. If you wish to serve as lead plaintiff, you must move the Court no later than November 3, 2026.

So What: If you purchased DICK'S Sporting Goods common stock you may be entitled to compensation without payment of any out of pocket fees or costs through a contingency fee arrangement.

What to do next: To join the DICK'S Sporting Goods class action, go to https://rosenlegal.com/cases/dicks-sporting-goods/join or call Phillip Kim, Esq. toll-free at 866-767-3653 or email [email protected] for information on the class action. A class action lawsuit has already been filed. If you wish to serve as lead plaintiff, you must move the Court no later than November 3, 2026. A lead plaintiff is a representative party acting on behalf of other class members in directing the litigation.

Why Rosen Law: We encourage investors to select qualified counsel with a track record of success in leadership roles. Often, firms issuing notices do not have comparable experience, resources, or any meaningful peer recognition. Be wise in selecting counsel. The Rosen Law Firm represents investors throughout the globe, concentrating its practice in securities class actions and shareholder derivative litigation. Rosen Law Firm has achieved the largest ever securities class action settlement against a Chinese Company. Rosen Law Firm was Ranked No. 1 by ISS Securities Class Action Services for number of securities class action settlements in 2017. The firm has been ranked in the top 4 each year since 2013 and has recovered billions of dollars for investors. In 2019 alone the firm secured over $438 million for investors. In 2020, founding partner Laurence Rosen was named by law360 as a Titan of Plaintiffs' Bar. Many of the firm's attorneys have been recognized by Lawdragon and Super Lawyers.

Details of the case: According to the lawsuit, throughout the Class Period, defendants made materially false and misleading statements and/or failed to disclose that: (1) Dick's cleanup efforts concerning Foot Locker's inventory were not complete, and, in fact, Foot Locker remained saddled with unproductive and stagnant legacy footwear; (2) Foot Locker heavily relied on legacy footwear products that were particularly vulnerable to intensifying promotional pressures across the athletic footwear industry; (3) in turn, Dick's was significantly exposed to an industry-wide environment of excess inventory and resulting promotional activity; (4) accordingly, Dick's was unable to achieve the sales growth, margins, and profits it touted to investors; and (5) as a result of the above, defendants' positive statements about Dick's business, operations, and prospects were materially false and misleading and/or lacked a reasonable basis at all relevant times. When the true details entered the market, the lawsuit claims that investors suffered damages.

To join the DICK'S Sporting Goods class action, go to https://rosenlegal.com/cases/dicks-sporting-goods/join or call Phillip Kim, Esq. toll-free at 866-767-3653 or email [email protected] for information on the class action.

No Class Has Been Certified. Until a class is certified, you are not represented by counsel unless you retain one. You may select counsel of your choice. You may also remain an absent class member and do nothing at this point. An investor's ability to share in any potential future recovery is not dependent upon serving as lead plaintiff.

Follow us for updates on LinkedIn: https://www.linkedin.com/company/the-rosen-law-firm, on Twitter: https://twitter.com/rosen_firm or on Facebook: https://www.facebook.com/rosenlawfirm/.

Attorney Advertising. Prior results do not guarantee a similar outcome.

Contact Information:

     Laurence Rosen, Esq.

     Phillip Kim, Esq.

     The Rosen Law Firm, P.A.

     275 Madison Avenue, 40th Floor

     New York, NY 10016

     Tel: (212) 686-1060

     Toll Free: (866) 767-3653

     Fax: (212) 202-3827

     [email protected]

     www.rosenlegal.com

SOURCE THE ROSEN LAW FIRM, P. A.

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NEW YORK, Sept. 21, 2026/PRNewswire/ -- Rosen Law Firm, a global investor rights law firm, reminds sellers of common stock of Smartsheet Inc. (NYSE: SMAR) between June 1, 2024 and September 23, 2024, both dates inclusive (the "Class Period"), of the important October 5, 2026 lead plaintiff deadline.

So what: If you purchased Smartsheet common stock during the Class Period you may be entitled to compensation without payment of any out of pocket fees or costs through a contingency fee arrangement.

What to do next: To join the Smartsheet class action, go to https://rosenlegal.com/cases/smartsheet-inc-2026/join or call Phillip Kim, Esq. toll-free at 866-767-3653 or email [email protected] for information on the class action. A class action lawsuit has already been filed. If you wish to serve as lead plaintiff, you must move the Court no later than October 5, 2026. A lead plaintiff is a representative party acting on behalf of other class members in directing the litigation.

Why Rosen Law: We encourage investors to select qualified counsel with a track record of success in leadership roles. Often, firms issuing notices do not have comparable experience, resources, or any meaningful peer recognition. Many of these firms do not actually handle securities class actions, but are merely middlemen that refer clients or partner with law firms that actually litigate the cases. Be wise in selecting counsel. The Rosen Law Firm represents investors throughout the globe, concentrating its practice in securities class actions and shareholder derivative litigation. Rosen Law Firm has achieved the largest ever securities class action settlement against a Chinese Company. Rosen Law Firm was Ranked No. 1 by ISS Securities Class Action Services for number of securities class action settlements in 2017. The firm has been ranked in the top 4 each year since 2013 and has recovered billions of dollars for investors. In 2019 alone the firm secured over $438 million for investors. In 2020, founding partner Laurence Rosen was named by law360 as a Titan of Plaintiffs' Bar. Many of the firm's attorneys have been recognized by Lawdragon and Super Lawyers.

Details of the case: According to the lawsuit, on January 24, 2024, Smartsheet received an unsolicited non-public offer from a consortium of investors (the "Consortium") to purchase its outstanding shares for $56.25 per share. In April 2024, Smartsheet's Board of Directors approved a share repurchase program under which Smartsheet could repurchase up to $150 million of its outstanding stock. On July 8, 2024, the Consortium raised its offer to $56.50 per share, and reiterated that offer on August 21, 2024. According to the lawsuit, while these offers were on the table and unknown to the investing public, Smartsheet was repurchasing its common stock at market prices significantly below the prices offered by the Consortium. Smartsheet had an obligation to disclose that it had received a formal acquisition offer from the Consortium or abstain from purchasing Smartsheet stock from unsuspecting investors.

During the Class Period, Smartsheet's average stock price was $46.45 per share. On Tuesday, September 24, 2024, during pre-market hours, Smartsheet disclosed the transaction with the Consortium. The merger eventually closed on January 22, 2025, with the Consortium acquiring Smartsheet for $56.50 per share.

To join the Smartsheet class action, go to https://rosenlegal.com/cases/smartsheet-inc-2026/join call Phillip Kim, Esq. toll-free at 866-767-3653 or email [email protected] for information on the class action.

No Class Has Been Certified. Until a class is certified, you are not represented by counsel unless you retain one. You may select counsel of your choice. You may also remain an absent class member and do nothing at this point. An investor's ability to share in any potential future recovery is not dependent upon serving as lead plaintiff.

Follow us for updates on LinkedIn: https://www.linkedin.com/company/the-rosen-law-firm, on Twitter: https://twitter.com/rosen_firm or on Facebook: https://www.facebook.com/rosenlawfirm/.

Attorney Advertising. Prior results do not guarantee a similar outcome.

Contact Information:

     Laurence Rosen, Esq.

     Phillip Kim, Esq.

     The Rosen Law Firm, P.A.

     275 Madison Avenue, 40th Floor

     New York, NY 10016

     Tel: (212) 686-1060

     Toll Free: (866) 767-3653

     Fax: (212) 202-3827

     [email protected]

     www.rosenlegal.com

SOURCE THE ROSEN LAW FIRM, P. A.

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While competitors announce plans to modernize, Sabre already has — and its customers are live and benefiting from AI because of it.

SOUTHLAKE, Texas, Sept. 21, 2026 /PRNewswire/ -- While some in travel tech are still writing press releases about plans for agentic AI, Sabre (NASDAQ: SABR) already shipped it.

The travel industry spent the past decade navigating NDC. Sabre has invested significantly in NDC and is a leader in this space. With a view that the industry may spend the next decade running on MCP, Sabre already has a one-year head start with shopping and booking and is in production with servicing capabilities.

In September 2025, Sabre launched its MCP server — the connective layer that lets AI agents book, sell and service travel directly on Sabre's data and inventory. Today, it's not a roadmap. It's reality. Sabre has nearly 80 customers both piloting and in full production mode, leveraging its MCP server, including Virgin Australia, Flight Centre, Internova, including Global Travel Collection, Nexion, ALTOUR and Travel Leaders Network, already generating real savings and real bookings.

That's the gap the rest of the industry hasn't closed. Competitors are announcing the modernization moves Sabre made long ago. Every "new AI partnership" headline this quarter is proof of how far behind the pack still is.

The opportunity is enormous, and the runway to seize it is short. Bessemer Venture Partners State of AI 2025 named end-to-end agentic travel booking as one of the largest unclaimed opportunities in consumer AI. It requires decades of airline and hotel commercial logic, proprietary travel data, and integrations no point solution or foundation model can replicate on its own. Sabre is in rare air in this way, operating a global travel data cloud at meaningful scale.

Sabre's agentic footprint is already live across every channel travelers and travel sellers actually use:

- Direct to travelers: Sabre MCP is powering apps live inside ChatGPT and Claude today — a direct front door to travelers that airlines didn't have to build themselves. Virgin Australia recently won the Skift 2026 IDEA award for "Redefining Flight Search Through Conversational AI." This award-winning innovation is powered by Sabre's MCP architecture.

- Direct to agencies and TMCs: Internova, including Global Travel Collection, Nexion, ALTOUR and Travel Leaders Network, is leveraging Sabre's MCP server to build the next generation of servicing automation to drive radical efficiency.

- Products across the platform: Air, Hotel, Agency, Payments run on Sabre Mosaic, underpinned by Sabre's intelligence layer, Sabre IQ — the reason Sabre can move from airline to hotel (MindTrip, BizTrip) without rebuilding from scratch.

"The industry rebuilt how airlines merchandise and distribute using NDC," said Shawn Williams, Chief Operating Officer. "We believe MCP is the next great transformation of how travel is bought and sold in the world of AI. We have been running hard at this, in parallel to our NDC leadership. The difference is, this time Sabre isn't following the standard — we're the ones blazing the trail."

About Sabre 

Powering the agentic revolution in travel. Sabre is an AI-native technology leader, backed by one of the world's largest travel data clouds. With AI at its core and operating at unparalleled scale, Sabre transforms insights into innovation, empowering airlines, hoteliers, agencies and other partners to retail, distribute and fulfill travel worldwide. Sabre is built on an open, modular, cloud-native architecture and serves as the backbone for both established leaders and bold, new disruptors, guiding them to the next age of travel retailing through intelligent, connected, and personalized experiences. For more information visit www.sabre.com.

SABR-F

Media  

Cassidy Smith-Broyles   

[email protected]   

[email protected]   

Investors

Jim Mathias

[email protected]

[email protected]   

SOURCE Sabre Corporation

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- 60% of employees worry AI is eroding their skills, with critical thinking cited most often as declining

- Nearly half of organizations do not involve the CHRO when AI strategy is being defined

ARMONK, N.Y., Sept. 21, 2026 /PRNewswire/ -- A new global study from the IBM (NYSE: IBM) Institute for Business Value points to a disconnect between the skills Chief Human Resource Officers (CHROs) say AI requires and those employees prioritize. While 71% of CHROs identify the ability to supervise, validate and override AI outputs as the workforce's most essential skill, only 29% of employees rank judgment as important.

The study,* which surveyed 1,500 CHROs and 8,800 employees globally, finds that 60% of employees worry about skills erosion, with critical thinking cited most often as declining. At the same time, CHROs identify critical thinking (57%) and human judgment (48%) as among the workforce's most important capabilities.

The findings also show that organizations creating the greatest value from AI are redesigning work, decision-making and workforce capabilities around people and technology. Organizations that clearly define workflows as human-led, AI-assisted or AI-executed report achieving 18% risk reduction and 20% quality improvement. Yet, nearly half (46%) of organizations do not involve the CHRO when AI strategy is being defined.

"AI is changing not only how work gets done, but where people can contribute the greatest value," said Nickle LaMoreaux, Senior Vice President and Chief Human Resources Officer, IBM. "As AI takes on more routine and process-driven tasks, uniquely human capabilities become even more important. CHROs have a critical role to play in redesigning the workplace of the future so people can focus on the areas where they can have the greatest impact."

Other key findings from the study include:

Concerns about skills erosion reinforce the importance of judgment and critical thinking

- Among employees who worry about skills erosion, three out of four say AI has already begun to erode at least some of their skills.

- Skills erosion ranks among CHROs' top concerns, cited by 46% of respondents.

- 49% of employees and 57% of CHROs say critical thinking and problem framing are among the skills that matter most in the AI era.

- Where judgment is built into how work is done, 62% of CHROs report growing employee confidence in AI-enabled decisions; where it is not, 57% report confidence declining.

AI accountability gaps are impacting employees

- 43% of employees report that when something goes wrong with AI, the blame falls on them, while 41% of CHROs believe employees may not feel safe challenging or overriding AI outputs.

- 36% of CHROs say unclear accountability complicates AI deployment.

- Only 28% of CHROs report a joint roadmap with IT backed by a shared operating cadence, and 73% say they struggle to coordinate consistently across the C-suite.

- Where the CHRO at least shares responsibility for which decisions remain human-led, 76% of employees feel safe to question or override AI recommendations, compared with 43% where HR is merely advisory.

AI gains are creating new pressure on the workforce

- 80% of CHROs believe AI adoption creates "invisible" work for employees, including validating recommendations, fixing mistakes, providing context and managing exceptions.

- 42% of employees say AI increases their work or their work goes unrecognized.

- 42% of CHROs say AI productivity gains are primarily reinvested for innovation or reskilling.

HR is expected to lead AI transformation, but its own adoption lags

- 72% of organizations make limited or no use of AI inside the HR function.

- CHROs rate HR's capabilities particularly low in AI literacy across the team (13%), AI performance measurement (16%) and change management for AI adoption (20%).

- Organizations with mature HR AI capability, including governance, architecture and measurement, are nearly twice as likely to report a higher number of positive business KPIs.

To view the full study, visit: https://www.ibm.com/thought-leadership/institute-business-value/en-us/c-suite-study/chro

The study also features perspectives from CHROs and people leaders on how organizations are responding to AI-driven changes in the workforce. A selection of these firsthand views is available in the addendum below.

*Study Methodology:

The IBM Institute for Business Value, in collaboration with Oxford Economics, conducted two complementary surveys from April to June 2026. The first survey gathered insights from 1,500 CHROs and equivalent senior executives responsible for workforce strategy on how they design work, culture and the workforce for an AI-enabled enterprise across 21 geographies and 23 industries. Executive respondents represented organizations of varying sizes and sectors, from $250 million USD to $123.7 billion USD in annual revenue or budget and from 200 to more than 880,000 employees. The second survey polled 8,800 full-time employees spanning 28 countries to capture their experience with AI at work. Additional analysis was conducted to identify organizations converting AI into growth versus those converting it into savings, segmenting organizations by strategic maturity based on capabilities and culture readiness.

The IBM Institute for Business Value, IBM's thought leadership think tank, combines global research and performance data with expertise from industry thinkers and leading academics to deliver insights that help business leaders make informed decisions. For more information, visit www.ibm.com/ibv. To receive more insights, subscribe to the IdeaWatch newsletter: https://ibm.co/ibv-ideawatch.

About IBM

IBM is a leading provider of global hybrid cloud and AI, and consulting expertise. We help clients in more than 175 countries capitalize on insights from their data, streamline business processes, reduce costs and gain the competitive edge in their industries. Thousands of governments and corporate entities in critical infrastructure areas such as financial services, telecommunications and healthcare rely on IBM's hybrid cloud platform and Red Hat OpenShift to affect their digital transformations quickly, efficiently and securely. IBM's breakthrough innovations in AI, quantum computing, industry-specific cloud solutions and consulting deliver open and flexible options to our clients. All of this is backed by IBM's long-standing commitment to trust, transparency, responsibility, inclusivity and service. Visit www.ibm.com for more information.

Media contact:

Marisa Conway

IBM Corporate Communications

[email protected]

Estefania Sanchez

IBM Corporate Communications

[email protected] 

Executive perspectives:

"Fluency without judgment simply helps an organization make mistakes faster." – Dr. Amit Das, Director and CHRO, Bennett Coleman & Co. Ltd. (The Times of India)

"Rather than asking how much work was completed, we're asking whether AI helped improve decision quality, speed, employee experience, guest satisfaction and business performance." – Kristin Oliver, Chief Human Resources Officer, Hyatt Hotels Corporation

"An AI-enabled culture that is grounded in the principle that humans are any company's secret sauce will differentiate you versus competitors. AI is a tool for humans to perform their best work." – Cecilia McKenney, Senior Vice President & CHRO, Quest Diagnostics

"Offering an organization a design framework for transformation is HR work. It's actually the HR work everyone aspires to." – geneviève bich, Vice President - Human Resources (CHRO) and Board member, Metro

"We think of the CHRO and CTO as the power couple because they are bringing talent strategy and technology strategy into one conversation. Together, we're co-architects of the work." Ali Peek Bebo, CHRO, Pearson

SOURCE IBM

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Envision Energy Powers Morocco's First Large-Scale Battery Storage System at OCP's Benguerir Mining Site

BENGUERIR, Morocco, Sept. 21, 2026 /PRNewswire/ -- Envision Energy, a global leader in green technology, today announced the successful energisation of Morocco's first large-scale lithium iron phosphate (LFP) battery energy storage system at OCP Green Energy's Benguerir mining site. The 25 MW / 125 MWh system was supplied and commissioned by Envision Energy under a contract signed in late 2025, and is now undergoing testing before entering commercial operation.

Envision Energy provided the full storage system and led the commissioning work, integrating the BESS with the site's solar generation, grid conditions and industrial load profile. The system is designed to shift surplus solar power from daytime generation to peak consumption hours, reducing the site's peak-hour electricity bill by approximately 25%.

With five hours of storage capacity, the BESS functions as an industrial energy management tool rather than a short-duration grid asset. It is supported by USD 20 million from the Clean Technology Fund, managed through the African Development Bank Group, and is designed for a 25-year lifetime with daily charge-discharge cycles. For OCP, the value lies not in battery capacity, but in the system's ability to reduce peak-hour costs over a 25-year operating life.

"The successful energisation of Morocco's first large-scale battery storage project demonstrates the reliability, flexibility and cost-effectiveness of integrated renewable-plus-storage solutions in industrial applications," said John Lee, General Manager of Envision Energy for the Middle East and Africa. "Envision is proud to be part of this landmark project and to contribute green technology to Morocco's energy transition."

As highlighted in OCP Group's official press release announcing the milestone, Omar Kadir, CEO of OCP Green Energy, said: Storage is the natural extension of our energy strategy. It allows us to reconcile the variable output of renewable energy with the continuous needs of our industrial platforms, while strengthening the reliability of our energy supply. Beyond OCP Group's own needs, this technology paves the way for a more harmonious integration of renewable energy into the national power system. By bringing greater flexibility and resilience to the grid, it will help accelerate the deployment of renewable capacity."

The project marks a significant milestone for battery storage and industrial decarbonisation in Morocco. It supports the country's target of achieving 52% of installed electricity capacity from renewable sources by 2030 and serves as a benchmark for industrial decarbonisation across Africa.

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Global Times: Two generations of an American family forge a century-long connection with a town in Northwest China through medicine, memories and enduring affection

HUANGYUAN, China, Sept. 20, 2026 /PRNewswire/ -- Across two generations of an American family, Victor G. Plymire put down roots in Huangyuan, Northwest China's Qinghai Province, for nearly 30 years; his daughter Mary Ann Plymire's final wish was to be laid to rest in Huangyuan; and his son David V. Plymire regarded Huangyuan as his only hometown and raised funds to donate medical equipment worth more than 6 million yuan (about $895,000).

On September 10, across the Pacific in Springfield, Missouri, the US, 95-year-old David V. Plymire sat at home and opened the photo album Imprints. In a panoramic photograph of Dan Gar Ancient Town in Huangyuan taken in 1942, six children stood on a hillside.

"This is me. I was in my teens then. 'Nao' [I] will always be a kid from Huangyuan," David said in an authentic Huangyuan dialect during a video conversation, pointing at the photograph.

At the other end of the screen was Huangyuan in Qinghai. Wang Shikang, former president of Huangyuan County People's Hospital, called out in the Huangyuan dialect, "Brother David, we've got hand-grabbed mutton ready for you."

Across the screen, David's eyes reddened slightly and his voice trembled a little. "Whenever I have a moment, I miss everyone," he said.

Li Lin, former director of the Huangyuan County Health Bureau, also leaned toward the camera. "Mr Plymire, we haven't seen you for more than 10 years. None of us can forget you."

In Huangyuan, Mr "Big Nose" is well known. "The big-nosed American loves Chinese niangpizi (a local cold snack). He adds chili and vinegar, and gets chili all over his nose…" Wang recited a nursery rhyme that people in Huangyuan still sing today. Hearing it, "Big Nose" David laughed.

Why did an American born in New York find his way into a Huangyuan nursery rhyme? The answer begins with a story spanning more than a century, in which two generations of an American family forged ties with China.

Roots in Huangyuan

In 1932, just after turning one year old, David crossed the ocean with his father, Victor, and arrived in Huangyuan in Qinghai. Victor had first come to China in 1908, living in places including Gansu Province and Qinghai before making his home in Huangyuan.

In the eyes of Huangyuan residents, Victor was "one of our family." Modest and sincere, he respected the customs of local ethnic groups, worked hard to learn Chinese and the Tibetan language, and used his knowledge of Western medicine to provide free diagnosis and treatment to people of different ethnic groups.

Entering the clinic Victor once operated, one can lift a concealed door in the floor and descend a steep, narrow wooden ladder into the basement. Overhead are thick log beams bearing marks left by axes and chisels. Blue-brick walls surround the space, with only a small ventilation window.

During bandit unrest before the founding of the People's Republic of China in 1949, it was here that Victor helped innocent Huangyuan residents withstand the turmoil.

David spent more than a decade in Huangyuan from young adulthood. Every plant and tree there felt dear and familiar to him. Later, he reluctantly left Huangyuan with his family. He subsequently lived for more than 30 years in places including China's Hong Kong, before eventually settling in the US state of Missouri.

For David, the eastern foothills of the Qinghai-Xizang Plateau and the headwaters of the Huangshui River were his only hometown. The longer he was away, the deeper his longing became. To keep his accent of Huangyuan local dialect from fading, he would talk to himself in front of a mirror every day, "otherwise, after enough time, I would forget it."

Giving back to his hometown

In 1987, after 38 years away, David finally set foot in Huangyuan again. Asked by reporters how he had felt when he returned that year, David was silent for a moment before saying, "Before I came back, it had been almost 40 years since I had seen my hometown or my family."

He found his childhood friend Qin Cizhe, and both were deeply emotional when they met. David stepped into the old house where he had once lived, his eyes filled with tears. Seeing his former neighbors and friends, and the streets and lanes he had dreamed of for decades, the homesickness buried deep in his heart immediately turned into action.

He wanted to do something practical for his hometown. Li recalled, "He visited many places and first turned his attention to hospitals that were desperately short of advanced equipment."

In March 1989, David and his sister Mary Ann bought an ultrasound scanner in Hong Kong for HK$150,000 (about $19,100), at a time when such equipment was among the items most urgently needed by county-level hospitals.

How did they bring it back? There were no express delivery or logistics services available to them. David carried the machine by plane from Hong Kong to Xi'an, Shaanxi Province and then from Xi'an to Huangyuan.

From that day on, he never stopped.

Wang first came into contact with David in 1988. The two exchanged dozens of letters and became close friends. Over the following more than 30 plus years, David traveled between the US and Huangyuan more than 20 times.

In letters to Wang, David mentioned more than once that he had managed to save some money. In one letter, he wrote that he had more than $8,000 on hand, saying, "It isn't doing much good sitting here with me. It would be better to donate it to the hospital and use it where it is needed."

Wang said, "He was not actually wealthy. Every cent came from friends, foundations and other sources. He was putting the money into Huangyuan."

In 1999, David ordered a CT scanner worth $350,000 for Huangyuan County Hospital. At the time, it could be considered a "luxury." "We badly needed one, but we knew it was too expensive and felt embarrassed to ask," Li said.

After David learned what they were thinking, he found himself in a difficult position, but after returning home he still worked hard to make it happen. "The money had originally been intended as a donation elsewhere. He persuaded the people at the foundation, and in the end it was donated to Huangyuan."

David made three trips, and in June 2000 the CT scanner arrived in Huangyuan. The People's Hospital of Huangyuan became one of the few county-level medical institutions in Qinghai Province to have a CT scanner at the time.

After the CT scanner arrived, David bowed deeply to the machine and said in the most authentic Huangyuan dialect, "This CT scanner must serve the people of my hometown well."

"Every time I see that photograph, I become inexplicably emotional and feel like crying. What he did was not easy - it was extraordinarily difficult!" said Huang Jiong, the current president of Huangyuan County People's Hospital.

Li remembered accompanying David on one occasion to several township health centers in rural areas. "Conditions at township health centers were poor at the time. If local people had even a minor ailment, they had to travel to the county seat or even the provincial capital for an examination. Not only was it a long journey, it was also expensive. David was distressed by what he saw," Li recalled. "Without hesitation, he found a way to raise $10,000, bought four ultrasound machines and distributed them to four township health centers."

With the ultrasound machines, doctors at the health centers could carry out basic examinations. Common conditions such as cholecystitis and gallstones could be detected locally, and patients whose results indicated a problem could then be referred to the county hospital. Li said, "The equipment may have been small, but it made a huge difference at the grassroots level."

Statistics show that medical equipment donated to Huangyuan county by David, his family and friends was worth more than 6 million yuan. The list included ultrasound machines, gastroscopes, ECG monitors, fully automated blood cell counters and anesthesia machines, among others. During the video call, Huang told David that the hospital now receives 300,000 outpatient visits a year, while Huangyuan county has a population of only a little more than 100,000. "Behind this are your tremendous efforts and selfless dedication," Huang told him.

During the video link, a reporter asked David, "What has sustained you and kept you doing this all these years?"

David replied, "There is a feeling in my heart that I simply have to do it, because these are all my family. Some people say I have made a great contribution to my hometown. I say that what you do for your hometown cannot be regarded as a contribution. It is our duty. You cannot simply not do it. It is only natural."

At one donation ceremony, he said sincerely, "What I do for Huangyuan county hospital is simply fulfilling my duty to my own family. Please, I beg you, don't use the word 'contribution' anymore."

What David brought to Huangyuan went beyond medical equipment.

David said he received his earliest education in Huangyuan and understood deeply what knowledge meant to children on the plateau. He worked through various channels to arrange for foreign teachers to come to Huangyuan and provide training for primary and secondary school English teachers.

Always 'in my heart'

Victor was an accomplished photographer who took hundreds of photographs documenting the social life and landscapes of Gansu, Qinghai and Xizang at the time, leaving behind precious historical visual records. David gradually donated hundreds of his father's valuable old photographs to Huangyuan county. Using the photographs as a foundation, Huangyuan county organized experts and scholars to compile and publish the photo album Imprints. The album was included in national archival records, filling a gap in Huangyuan county's historical photographic archives.

Reap Launches First Ever Managed Fraud and Risk Service for Card Programs

Reap Sentry configures and manages fraud controls for clients' card programs, eliminating the need for additional monitoring tools or in-house fraud specialists.

HONG KONG, Sept. 20, 2026 /PRNewswire/ -- Reap, a global financial technology company that enables financial connectivity and access for businesses worldwide through stablecoin-enabled infrastructure, today announced the launch of Reap Sentry, a managed card fraud and risk service. Through Sentry, Reap manages a client's end-to-end transaction risk management - from configuring fraud rules and screening authorisations in real time to investigating alerts, processing chargebacks, and reporting confirmed fraud to Visa. Clients do not need to build or license additional fraud-monitoring tools, or hire a dedicated fraud team.

Payment card fraud losses worldwide totalled USD 33.41 billion in 2024 (The Nilson Report, January 2026), tied to global card volume of USD 51.920 trillion (The Nilson Report, January 2026). Every card in circulation is a live payment instrument, with authorisation decisions made in milliseconds. Fraud must be stopped at the point of authorisation, not afterwards, as the knock-on costs of fraud can often exceed the value of the fraud itself. Meanwhile, evolving attack patterns make fraud management an ongoing operational function.

Built on the technology within Reap's issuing portfolio, Sentry combines the fraud policy, tooling, and day-to-day operations required to manage transaction risk effectively. Having issued millions of cards over eight years of card issuance, Reap brings to Sentry controls informed by fraud patterns observed across its entire issuing portfolio. These controls are tailored to each client's business profile, including its cardholder segments, geographic footprint, and stated risk appetite.

Sentry conducts ongoing screening and declines suspected fraud in real time at authorisation; triages and investigates alerts; and continuously updates controls as new threats emerge, including BIN attacks and merchant breaches. The service also processes and represents chargebacks submitted by clients, reports confirmed fraud, and provides program performance reporting on an agreed cadence. Controls are reviewed and refined as each program evolves, without requiring client intervention. Clients can integrate with Sentry through a single Reap API.

Reap protects the authorisation layer it operates and observes, while clients retain responsibility for the cardholder relationship and key first-party fraud entry points, including onboarding, identity verification and account access.

"Most companies launching a card programme have to build a fraud function from day one. Doing so requires specialist tooling, dedicated expertise and several months of preparation before they can safely issue a single card, by which point the threat landscape may already have shifted. That is rarely how a team wants its first months to go." said Harris Leow, Head of Product, Reap. "Sentry takes on that entire card fraud function: our controls, data and specialists, tailored to each card programme."

Sentry is available to new Reap card issuing clients and to existing clients at contract renewal, on Reap's own API.

To find out more about Sentry, visit our website: https://reap.global/products/sentry-fraud-risk-management

About Reap

Reap is a global financial technology company that enables financial connectivity and access for businesses worldwide through stablecoin-enabled infrastructure. We transform the financial landscape through more efficient money movement by merging traditional finance with digital assets, bridging disparate economies and connecting key financial markets.

Reap was an early leader in Asia to incorporate stablecoins into our solutions. In 2025, Reap processed billions in stablecoin-funded transaction flows. From stablecoin-enabled corporate cards to cross-border payments, we streamline financial operations and empower companies to scale with our integrated business accounts and embedded finance solutions.

Founded and headquartered in Hong Kong, Reap employs 300 people worldwide. More information about Reap can be found at reap.global.

SOURCE Reap

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Outbound departures peak before official Golden Week holidays, as Chinese travellers seek respite with nature escapes and cultural exploration

Seoul ranks as the top overseas holiday destination globally, with 91% YoY increase in flight bookings made

SINGAPORE, Sept. 20, 2026 /PRNewswire/ -- Chinese travellers are gearing up for one of the busiest travel periods, as Trip.com Group's latest data reveals earlier departures and longer trips planned this Golden Week. By taking three days off this year, workers can extend their holiday into a 13-day break, combining their Golden Week and Mid-Autumn Festival holidays into one. Outbound departures are expected to spike as early as September 25th, with an average trip length of over nine days.

With the Mid-Autumn Festival landing the Friday before the Golden Week holidays in October this year, Chinese travellers are shifting their vacations earlier to avoid the holiday rush. More than half of the outbound flight bookings made are for departures before the official holiday begins on October 1st, with daily departure volume peaks on September 25th and 30th.

Chinese tourists are not just departing earlier, they are also making use of the extended break to take longer and further trips beyond the region. Bookings for hotel stays of seven nights and more are seeing a year-on-year (YoY) jump of 123%, and even faster growth is seen for bookings in major European cities like London and Paris. Similarly, long-haul flight bookings are set to see double-digit YoY growth, with demand concentrating among gateway cities in Europe, Australia and the United States.

One Trip, Multiple Destinations

As Chinese travellers venture further, multi-destination trips are experiencing a surge in demand. Bookings for multi-destination itineraries have risen by 84% YoY, reflecting a growing trend to maximise long-haul travel across multiple cities. Southeast Asia and Europe are some of the top destinations for multi-stop journeys, and popular combinations include Singapore - Bali (Southeast Asia), Hong Kong - Sydney, and Amsterdam - Milan (Europe)[1].

Rising Hotspots: Nature Escapes and Cultural Heritage Immersion

Mountain landscapes and coastal retreats are where Chinese audiences are headed to this Golden Week, with searches for "scenic trips" and "nature getaways" up by 53% YoY. Coastal and high-altitude cities, including Qingdao, Lhasa and Kashgar, are among the fastest-growing domestic holiday destinations by flight, while mountainous areas like Xiangxi, Zhangjiajie, and Guilin are rapidly gaining popularity among domestic rail travellers.

Meanwhile, island holidays are in high demand among outbound Chinese travellers, with Jeju and Bali ranking among the top 10 most booked flight destinations. Popular beach destinations in Southeast Asia are also seeing a sharp rise in interest from Chinese visitors, with YoY flight bookings to Cebu and Phuket up by 111% and 78% respectively. Europe is a popular choice for long-haul vacations, with cultural hotspots like Brussels and Athens seeing significant increases in YoY flight bookings this year.

Millennials and Gen Zs are leading this trend, with those aged 18 to 24 showing the highest YoY growth in bookings across age groups. Known for its natural landscapes, New Zealand is an emerging destination among Gen Z travellers, with Queenstown and Auckland capturing a YoY rise in flight bookings of 314% and 276% respectively. Secondary cities, including Incheon and Chiang Mai, are also growing rapidly in popularity among this age group[2].

Inbound Tourism Growth as Asia Celebrates Mid-Autumn

With the Mid-Autumn Festival widely celebrated across Asia, and China's growing appeal among international travellers, inbound tourism is showing strong signs of growth.

Lesser-known Chinese cities such as Yanji, Dunhuang and Hailar are experiencing some of the fastest increases in flight bookings, while major cities like Shanghai, Beijing and Guangzhou continue to attract strong inbound travel flows, popular with visitors from Hong Kong SAR, South Korea, Singapore, Malaysia, as well as Australia.

With its rich cultural heritage and myriad attractions, China is fast becoming a popular holiday destination across all ages. One of the top-booked attractions among overseas visitors this Golden Week is the Mutianyu Great Wall, which travellers can experience via Trip.com's free layover tour, Beijing Express. Launched in December 2024, the tour offers international travellers with over 8 hours of layover time to explore Beijing's top attractions, including Mutianyu Great Wall, Temple of Heaven and Tiananmen Square. Based on Trip.com's Express Tours latest data, Mutianyu Great Wall route accounts for more than half of all Beijing Express bookings, and is the most popular choice among overseas visitors during the extended Golden Week holidays. Other popular attractions include the Shanghai Disney Resort, Emperor Qinshihuang's Mausoleum Site Museum and Zhangjiajie National Forest Park, all ranked on Trip.Best's 2026 global list of recommendations on 'Best Things to Do'[3].

Long Holidays Drive Intra-Asia Travel

Globally, Seoul ranks as the top holiday destination during Golden Week this year, with 91% YoY growth in international flight bookings. Beyond the bustling capital, global flight bookings to Busan, Cheongju and Daegu are also showing three-digit YoY growth, revealing South Korea's multifaceted appeal as a travel destination. Meanwhile, Japan remains a popular destination for many Asian travellers, including those from Malaysia, Thailand and South Korea[4].

This year's Mid-Autumn Festival also coincides with one of the most important holidays in South Korea, Chuseok, fuelling further travel exchanges within the region. Similar to Chinese tourists, South Korean travellers can extend their Chuseok holiday by taking three days off (September 19-27), and Trip.com Group's data shows that this is driving travel growth, with flight bookings to Fukuoka and Shanghai seeing YoY increases of 70% and 68% respectively. Japanese and Chinese travellers are the primary drivers of this travel growth, highlighting strong exchanges in demand within the region[5].

Together, these patterns reflect robust travel growth across Asia, boosted by long and overlapping holidays.

Trip.com Group is a global travel service provider comprising of Trip.com, Ctrip, Skyscanner, and Qunar. Across its platforms, Trip.com Group helps travellers around the world make informed and cost-effective bookings for travel products and services and enables partners to connect their offerings with users through the aggregation of travel-related content and resources, and an advanced transaction platform consisting of apps, websites and 24/7 customer service centres. Founded in 1999 and listed on NASDAQ in 2003 and HKEX in 2021, Trip.com Group is on the mission "to pursue the perfect trip for a better world". Find out more about Trip.com Group here: group.trip.com.

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New Designations Designed to Strengthen Leadership Structure to Advance Strategic Priorities and Execution

DALLAS, Sept. 20, 2026 /PRNewswire/ -- Solidion Technology, Inc. (NASDAQ: STI) ("Solidion Technology" or "the Company"), an advanced battery technology solutions provider, today announced an update to the leadership structure of its Board of Directors (the "Board"), designed to further align the Company's governance with its strategic direction and business priorities.

Appointment of Jaymes Winters as Chairman & Chief Executive Officer

Additionally, effective September 16, 2026, the Board has appointed Chief Executive Officer Jaymes Winters to also serve as Chairman of the Board, effective immediately. Mr. Winters will continue to serve as Chief Executive Officer, assuming the combined role of Chairman and CEO. Mr. Winters brings more than 15 years of experience as a Chief Executive across the oil and gas, telecommunications and retail sectors, with extensive experience in mergers and acquisitions. Prior to Solidion, he served as CEO of Nubia Brand International Corp, a Special Purpose Acquisition Company and previously founded and served as CEO of United Energy Inc., which grew to nearly $100m in revenue under his leadership. Mr. Winters directed and negotiated significant M&A transactions involving private equity firms and previously served for more than 9 years as an adjunct professor in the School of Business at Portland State University, where he taught business strategy, mergers and acquisitions and venture capital. He holds a B.S. in Business Administration with a minor in Economics from Oregon State University.

"Solidion is entering an important stage in its development, and we believe this leadership structure provides the Company with the alignment and accountability necessary to execute on our strategic priorities," said Mark Schwartz, Lead Independent Director.

The Board believes the updated leadership structure will further centralize and align Solidion's strategic direction, corporate governance and business operations. Combining the Chairman and CEO roles is intended to provide greater continuity between the Company's strategic priorities and their execution, while appointment of a Lead Independent Director maintains a strong independent voice within the Board's leadership structure.

The Board also expressed its appreciation to Dr. Bor Jang for his longstanding service and leadership as former Chairman of the Board, and for his significant contributions to Solidion Technology. Dr. Jang has played an important role in the development of the Company and its extensive intellectual property and technology portfolio. Solidion is grateful for Dr. Jang's years of leadership and contributions to the Company. Dr. Jang remains a valued Director on the Board.

Election of Mark N. Schwartz as the Lead Independent Director

The Board has appointed independent director Mark N. Schwartz to serve as Lead Independent Director, effective September 16, 2026. In this role, Mr. Schwartz will help facilitate strong independent oversight of the Company while working closely with the Chairman and other members of the Board. Mr. Schwartz is an accomplished CEO, CFO and board director with more than 36 years of leadership experience across the consumer, technology and healthcare sectors. He co-founded Bodega Latina Corporation, which grew into a multibillion-dollar grocery business and the largest Hispanic retailer in the United States, led the IPO of DD Group plc and oversaw the sale of Bartell Drug Company to Rite Aid. Mr. Schwartz has served on more than a dozen public and private company boards, including Starbucks Coffee Company. He received a Bachelor of Arts, cum laude, from Claremont McKenna College in economics and political science and a Master of Business Administration, with honors, from Harvard Business School.

"Mark's extensive executive and board leadership will provide an important independent perspective as we continue to strengthen our governance and position Solidion for its next phase of growth," said Jaymes Winters, Chief Executive Officer of Solidion.

About Solidion Technology, Inc.

Headquartered in Dallas, Texas with pilot production facilities in Dayton, Ohio, Solidion's (NASDAQ: STI) core business includes manufacturing of battery materials and components, as well as development and production of next-generation batteries for energy storage systems, including UPS systems serving the artificial intelligence (AI) data center market and electric vehicles for ground, aerospace, and sea transportation. Solidion holds a portfolio of over 385 patents, covering innovations such as high-capacity, silane gas free and graphene-enabled silicon anodes, biomass-based graphite, advanced lithium-sulfur and lithium-metal technologies.

For more information, please visit www.solidiontech.com or contact Investor Relations.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Solidion Technology Inc., (NASDAQ: STI) (the "Company," "Solidion," "we," "our" or "us") desires to take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and is including this cautionary statement in connection with this safe harbor legislation. The words "forecasts" "believe," "may," "estimate," "continue," "anticipate," "intend," "should," "plan," "could," "target," "potential," "is likely," "expect" and similar expressions, as they relate to us, are intended to identify forward-looking statements. We undertake no obligation to publicly update any forward-looking statements, whether as a result of new information, future developments or otherwise, except as may be required by law.

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SOURCE Solidion Technology, Inc.

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