Former Celtics star focuses on responsibility after incident
Paul Pierce has hired a personal driver following his recent arrest for driving under the influence, showing a clear effort to prioritize safety and accountability. The NBA Hall of Famer’s decision comes just weeks after his DUI charge in Los Angeles.
A Change in Approach
Pierce was spotted leaving a Halloween-themed party in Beverly Hills, riding in the back of a chauffeured SUV instead of driving himself. The 46-year-old appeared upbeat, wearing a curly wig, gold chains, and a zebra-print purple jacket.
The scene contrasted sharply with the events of October 7, when police found him asleep behind the wheel of his Range Rover on a Los Angeles highway. Officers from the California Highway Patrol reported that Pierce showed signs of alcohol impairment and administered a blood test. Formal charges followed days later.
Pierce’s Response
Pierce, a 2008 NBA champion and Boston Celtics legend, addressed the situation on Threads two days after the incident. “Imagine being stuck in stand still traffic for 45 mins and falling asleep,” he wrote. “I took this picture that night. Because I never been in stand still traffic for this long. I’m old, I’m tired, and I fell asleep. I’m good y’all thanks for the love.”
He claimed fatigue, not alcohol, led to the misunderstanding. Prosecutors, however, moved forward with the DUI case under California’s strict impaired-driving laws. Pierce is expected to appear in court for arraignment later this month.
Moving Forward
Since his arrest, Pierce has avoided major public events and seems focused on lifestyle changes. Hiring a chauffeur is one of those adjustments — a move praised by friends and fans as responsible and mature.
For many, the decision reflects a man intent on learning from mistakes while protecting his legacy. Once known for his toughness on the court, Pierce now appears determined to show the same resilience off it. As his court date approaches, the former Celtics star seems focused on moving ahead carefully — this time from the passenger seat.
We’re a little late to the party on this one, but this folding electric Long John is definitely worth a closer look. The E-Fold comes from a German startup and was born of the founder’s frustration with trying to get his ride on public transport.
The development timeline is a little vague, but as far as I can tell, prototyping of regular and electric designs has been going on since at least 2022. Last year, Avnson – the startup founded by “passionate cyclist” Sahabi Arouna – made the first electric front-loaders available for order.
Earlier this year, the team decided to rebrand, choosing a name more in keeping with the brand’s vision – and Fold was born. It makes sense to focus on the main attraction of these powered and unpowered cargo haulers.
The E-Fold Long John cargo e-bike can be configured with either a Shimano or Bosch mid-drive motor
Fold
When ready to roll, the Long Johns look pretty much like your average hauler – albeit with a slim deck between the steering column and the front wheel. To prep it for between-ride transport, the center kickstand is deployed. Then that steering column folds forward at the hinge, and the saddle does a 180.
That’s when the frame mechanism comes into play, unlocking to flip the rear end forward so it hovers and locks over the deck. For the full-sized E-Fold, that cuts its length (roughly) in half – going from 2.36 m (7.7 ft) to 1.6 m (5.25 ft). There are also a mini version of the cargo e-hauler shown on the website’s front page – with a shorter frame length – but the links appear broken as of writing.
Simple graphic showing the nifty two-step folding process for the E-Fold Long John cargo e-bike
Fold
Circling back to the deck on the front loader, this comes in at just 31 cm wide (12.2 in) – but a platform can be optioned in for packages or luggage, or if it’s kids you’re hauling, there’s also a nifty side-by-side basket sporting safety belts and under-seat storage. This can be folded down between uses.
The E-Fold can be configured with a 250-W Shimano EP6 mid-drive paired with a 504-W battery back that’s positioned on the rear rack, or a Bosch Performance Line CX motor with a 545-W battery. Either way, the pedal-assist system should give the rider 85 Nm (62.6 lb.ft) of torque to play with.
Once folded, the E-Fold Long John cargo e-bike can be secured to the bike rack on the train
Fold
Elsewhere, the e-cargo is built around aluminum front and rear frame components, rolls on 20-inch wheels wearing Scwhalbe rubber, and comes to a halt courtesy of Tektro quad-piston hydraulic brakes rocking 180-mm discs. Integrated lighting, folding pedals and full fenders complete the key specs roll call.
Electric front loaders are rarely inexpensive, and this one is no exception – starting at €6,495 (which converts to around US$7,500 – though there’s no word on international availability). If you don’t need PAS, a regular version can be had for €3,200. Options and accessories are extra.
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Three days after Hurricane Melissa hit Jamaica, floodwaters have continued to rise in St. Elizabeth Parish because of blocked drainage system. As of Friday, homes and roads remained flooded, and power had not been restored.
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Lebanese President Joseph Aoun has accused Israel of responding to its offer to negotiate by intensifying air strikes, the latest of which killed a man riding a motorbike in southern Lebanon.
Despite a November 2024 ceasefire, Israel has kept troops in five areas of southern Lebanon and has continued near-daily air strikes, repeatedly violating the truce. Israel claims it is targeting Hezbollah, but civilians have also been killed.
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Aoun had called for negotiations with Israel in mid-October, after United States President Donald Trump brokered a ceasefire in Gaza.
“Lebanon is ready for negotiations to end the Israeli occupation, but any negotiation … requires mutual willingness, which is not the case,” Aoun said on Friday.
Israel “is responding to this option by carrying out more attacks against Lebanon … and intensifying tensions”, he added during a meeting with German Foreign Minister Johann Wadephul.
Lebanon’s official National News Agency (NNA) said an Israeli drone targeted a man on a motorbike in the village of Kunin on Friday. The Ministry of Public Health reported one person was killed and another wounded.
The Israeli military claimed it had “eliminated … a Hezbollah maintenance officer” who was working to re-establish the group’s infrastructure sites in southern Lebanon.
In a separate attack on Friday, a second strike targeted a building in southern Lebanon’s Nabatieh, the NNA said, adding that a missile struck the roof of the building.
The explosion echoed loudly, causing “heightened tension and panic among residents”, it said. No casualties were reported.
Confronting ‘Israeli aggression’
Friday’s strikes came a day after the Israeli military killed municipal worker Ibrahim Salameh in an overnight raid in the Lebanese border village of Blida.
Aoun ordered the army on Thursday to confront such incursions “in defence of Lebanese territory and the safety of citizens”.
“True patriotism means sovereignty, independence, and freedom,” he said. “Everyone in Lebanon has a responsibility to confront occupation according to their role.”
The Lebanese forces, unlike the armed group Hezbollah, have generally stayed on the sidelines of the conflict with Israel. But Aoun, a former commander of the Lebanese army, appears to have finally lost his patience with the Israeli-forced status quo.
In an address on Friday, Hezbollah Secretary-General Naim Qassem called on the Lebanese government to address Israeli violations and “achieve national sovereignty by expelling the Israeli occupation”.
Qassem urged the government to develop a plan to support the army so it can confront Israeli “aggression”.
Hezbollah first began launching cross-border fire at Israel following the outbreak of Israel’s genocidal war on Gaza in October 2023, kicking off a more than year-long conflict that culminated in two months of open war before last year’s ceasefire was agreed.
Israeli attacks killed at least 25 people in October, including one Syrian, according to a toll based on figures from the Lebanese Health Ministry.
On Tuesday, the spokesman for the UN human rights commission, Jeremy Laurence, said Israeli forces had killed 111 civilians in Lebanon since the ceasefire went into effect.
Lebanese Foreign Minister Youssef Raggi asked his visiting German counterpart on Friday to “help put pressure on Israel to stop its attacks”.
“Only a diplomatic solution, not a military one, can ensure stability and guarantee calm in the south,” Raggi was quoted by the NNA as saying.
He added that “the Lebanese government is continuing to gradually implement its decision to place all weapons under its control”.
Hezbollah was badly weakened during the war, and the US has intensified pressure on Lebanese authorities to disarm the group, something it strongly opposes.
This Halloween, while ghosts and zombies are knocking on doors across the world asking for candy and treats, a very real monster is knocking on the doors of organizations of all sizes: tech debt. And this monster can be a scary one.
According to some estimates, tech debt, or the costs incurred when having to constantly fix aging or clunky software systems, has ballooned to more than $1.52 trillion in the U.S. alone. With technology like agentic AI being heavily embedded on top of companies’ aging technology systems and operations, this rising cost of tech debt makes sense.
Many organizations are quickly implementing new technologies without addressing underlying systems first. These haphazard tech foundations are starting to pile up and tip over, causing huge financial costs, heightened vulnerability, and long-term consequences and business issues.
It’s time to shine a light on tech debt, the monster lurking in the shadows of many organizations’ digital landscapes, and discuss how we can tame it.
Gen AI – a double-edged sword
It’s no secret that gen AI is changing the technological landscape, requiring companies to move faster at adopting and implementing technology that impacts huge portions of their businesses.
According to Accenture’s 2025 Pulse of Change report, 27% of organizations are already investing in AI agents across multiple parts of their enterprises, signifying the real value AI is creating. Within just the cybersecurity space, AI is helping companies accelerate code remediation, cut down on defect backlogs faster and improve business resiliency.
While its benefits are clearly immense, what happens when gen AI grows too quickly on top of an already complex tech foundation?
If not handled properly, AI can contribute to tech debt in major ways. The rapid evolution of gen AI models is leading to new layers of complexity and issues, especially if these models are integrated into sub-optimally designed systems. This ad hoc ecosystem of technology is creating a vicious cycle where the very technology meant to solve problems ends up creating more.
The cybersecurity ramifications alone are enough to bring concern. Tech debt can increase security vulnerabilities by causing systems to perform poorly or even break entirely. This breakage can create new vectors and opportunities for hackers, who are already regrouping for more high-profile attacks, to exploit.
The good news is that there are several steps organizations can take to both mitigate the complexity AI is introducing and effectively tackle tech debt.
Three actions to curb tech debt
So long as technology is improving and evolving, tech debt will always be an issue. But the gravity of its impact on a business can be managed. Here are three steps to manage tech debt.
First, categorize tech debt into principal, interest, liabilities and opportunity cost. This will help your organization prioritize remediation efforts and focus on principal costs that directly impact current operations. Second, create a tech debt inventory and a prioritization model to trace debt to its source. For example, you could use the PAID model, which helps IT leaders prioritize and sequence tech debt remediation efforts based on business value and urgency. Third, use metrics like tech debt density to measure the issue.
By focusing on the principal cost of tech debt and addressing the most critical areas first, organizations can effectively manage their tech debt and drive business growth.
Don’t wait for the monster to come knocking
Successful organizations treat tech debt like financial debt, managing it proactively with a strong digital core, agility and a culture of continuous improvement. However, if left unmanaged, the complex patchwork of technology and software comprising the digital foundation of many companies’ risks failing, leading to real and significant impacts.
Take a moment and think about how you can navigate constant technological change. It’s a lot to juggle, but by being intentional with how you stay strategic through these changes, you can address tech debt head-on and use technology like AI to your business advantage.
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.
Fortune Brainstorm AI returns to San Francisco Dec. 8–9 to convene the smartest people we know—technologists, entrepreneurs, Fortune Global 500 executives, investors, policymakers, and the brilliant minds in between—to explore and interrogate the most pressing questions about AI at another pivotal moment. Register here.
new video loaded: Prince Andrew Is Losing His Titles and His Home
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Prince Andrew Is Losing His Titles and His Home
King Charles III’s younger brother, who fell from grace over his association with Jeffrey Epstein, will no longer be able to call himself a prince. The king is also evicting him from Royal Lodge, where he lives.
How long have you known about Andrew and Epstein? Fair enough for the Royal Lodge because, you know, it looks far too big for someone of his stature. It’s a disgrace. So I’m happy he’s got stripped of his titles, his royal titles as well. He should be kicked out of the country.
King Charles III’s younger brother, who fell from grace over his association with Jeffrey Epstein, will no longer be able to call himself a prince. The king is also evicting him from Royal Lodge, where he lives.
Universal Music Group generated revenues of €3.021 billion ($3.53bn) across all of its divisions (including recorded music, publishing, and more) in Q3.
That’s according to UMG’s fresh set of quarterly results, published today (October 30).
They reveal that UMG’s overall Q3 revenue figure was up 10.2% YoYat constant currency, driven, according to UMG, by growth in all segments.
Adjusted EBITDA weighed in at €664 million ($775m) – a margin of 22%.
Among the highlights within UMG’s latest results was the company’s recorded music subscription streaming revenues, which grew 8.7% YoY at constant currency to reach €1.178 billion ($1.37bn) in Q3, driven “primarily by the growth in global subscribers,” UMG said today.
Another big highlight came in the form of UMG’s physical revenues, which grew 23.1% YoY at constant currency to €341 million ($398.31m), driven, according to UMG, “by initial shipments of Taylor Swift’s The Life of a Showgirl and strength in new releases, particularly in Japan”.
Commenting on the Q3 earnings announcement, UMG’s Chairman and CEO, Sir Lucian Grainge, said: “As we position the company for long-term value creation, we continued to achieve strong results this quarter.”
Photo: Austin Hargrave
“As we position the company for long-term value creation, we continued to achieve strong results this quarter.”
Sir Lucian Grainge
He added: “Importantly, we continued to drive progress on our strategic plans, including our artists’ and songwriters’ creative and commercial success, our global expansion, the industry’s embrace of our responsible AI initiatives and the continued implementation of Streaming 2.0.”
Matt Ellis, UMG’s CFO, added: “We’re pleased that our strong quarter was driven by healthy results across all segments of our business: Recorded Music, Music Publishing and Merchandising.
“Our double-digit growth in both revenue and Adjusted EBITDA is a reflection of the breadth and depth of our global roster, the strength of our partnerships, and the consistent execution on our strategic plan.”
RECORDED MUSIC
Universal’s overall Recorded Music revenue for the third quarter of 2025 was €2.223 billion ($2.59bn), up 8.3% YoY at constant currency.
Within the Recorded Music segment, UMG’s ‘Subscription and streaming revenues’ (including ad-supported and subscription streaming revenues) grew 6.6% YoY at constant currency to €1.515 billion ($1.77bn).
Breaking UMG’s recorded music streaming figure down further reveals that the company’s subscription streaming revenues specifically grew 8.7% YoYat constant currency to reach €1.178 billion ($1.37bn), driven primarily, according to UMG, “by the growth in global subscribers”.
Universal’s ad-supported recorded music streaming revenue reached €337 million($393.64m), which was flat YoY, “as consumption continues to shift from better monetized video platforms to short-form platforms, which are not yet as well monetized,” UMG said today.
Within Universal’s recorded music business, Physical revenue grew 23.1% YoY at constant currency to €341 million ($398.31m), driven, according to UMG, “by initial shipments of Taylor Swift’s The Life of a Showgirl and strength in new releases, particularly in Japan”.
‘License and other’ revenue grew 4.1%YoY at constant currency to €328 million ($383.13m), due to “improvements in live income”.
Downloads and other digital revenue reached €39 million ($45.55m), which was flat YoY (at constant currency).
Top sellers for the quarter included the KPop Demon Hunters soundtrack, Mrs. GREEN APPLE, Taylor Swift, Sabrina Carpenter and Morgan Wallen, while top sellers in the prior-year quarter included Taylor Swift, Sabrina Carpenter, Billie Eilish, Chappell Roan and Post Malone.
MUSIC PUBLISHING
Universal’s overall Music Publishing revenue for the third quarter of 2025 was €543 million ($634.27m), up 13.6% YoY at constant currency.
Digital publishing revenue grew 16.8% YoY at constant currency to €327 million ($381.96m), reflecting “continued growth of streaming and subscription revenue as well as new business wins”.
Performance revenue grew 17.3% YoY at constant currency to €115 million ($134.33m).
Synchronization revenue grew 3.3% YoYat constant currency to €63 million ($73.58m).
Mechanical revenue declined 3.7% YoY at constant currency to €26 million ($30.37m).
Other revenue reached €12 million ($14m), flat YoY at constant currency.
MERCHANDISING AND OTHER
UMG’s ‘Merchandising and Other’ revenue in the third quarter of 2025 reached €259 million ($302.53m), an increase of 15.6% YoY at constant currency.
According to UMG, this was driven by “higher touring merchandise sales” and was “partially offset by lower direct-to-consumer sales due to the timing of product releases”.
EBITDA ETC.
In Q3 2025, UMG’s EBITDA (earnings before interest, taxes, and depreciation) grew 11.7% YoY at constant currency to €594 million ($693.84m).
EBITDA margin expanded to 19.7%, compared to 19.4% in the third quarter of 2024.
Adjusted EBITDA for Q3 was €664 million ($775.61m), up 11.6% YoY at constant currency.
Adjusted EBITDA margin improved to 22% compared to 21.6% in the third quarter of 2024,
All EUR-USD conversions made at the average rate of the relevant period according to the European Central Bank.Music Business Worldwide
