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DoorDash shares slid as much as 19 per cent after hours on Wednesday following weaker than expected third-quarter profits and big increases to its spending plan on tech upgrades next year.
The food and grocery delivery app said it generated net income of $244mn in the third quarter, below expectations of $295mn, according to forecasts compiled by Visible Alpha.
Its financial outlook for the fourth quarter was also lower than expected. DoorDash said it planned to spend “several hundred million dollars” more next year than it did in 2025 on initiatives including a new technology platform for its global brands Wolt and Deliveroo.
Profits fell short despite the value of orders placed on the platform growing 25 per cent year on year to $25bn, ahead of estimates of $24.6bn.
DoorDash, which operates in more than 40 countries, said it experienced strong growth in monthly active users, adding nearly twice as many customers in the US in 2025 as last year.
It said growth and investment in its tech would come at the expense of short-term costs.
“We wish there was a way to grow a baby into an adult without investment, or to see the baby grow into an adult overnight, but we do not believe this is how life or business works,” DoorDash said in its earnings release.
The company said the UK’s Deliveroo, which it acquired this year for £2.9bn, would contribute roughly $45mn in adjusted earnings before interest, taxation, depreciation and amortisation in the fourth quarter. It expects the platform will contribute about $200mn in the coming year.
DoorDash said Deliveroo’s contribution for next year was $32mn to $40mn lower than prior estimates, after “aligning our accounting treatment and definitions”.
Long Beach, Calif. November 5, 2025: Rocket Lab Corporation (Nasdaq: RKLB) (“Rocket Lab” or “the Company”), a global leader in launch services and space systems, today successfully launched its 74th Electron mission and deployed the latest satellite to orbit for Institute for Q-shu Pioneers of Space, Inc. (iQPS). The mission was Rocket Lab’s sixth dedicated mission for iQPS, making Rocket Lab the most prolific launcher of their Earth-imaging constellation to date.
‘The Nation God Navigates’ mission lifted off from Rocket Lab Launch Complex 1 in New Zealand at 19:51 UTC on November 5th to deploy a single synthetic aperture radar (SAR) imaging satellite named QPS-SAR-14 (nicknamed YACHIHOKO-I for the Japanese god of nation-building) to a 575km circular Earth orbit. Electron will launch six more dedicated iQPS missions following the recent signing of an additional multi-launch agreement to build out their constellation in low Earth orbit.
Rocket Lab founder and CEO, Sir Peter Beck, says: “Success in the space industry boils down to precision and repeatability. This latest mission for iQPS once again demonstrates the pinpoint accuracy our customers depend on to grow their constellations, and we’re grateful to the iQPS team for trusting us with their launch needs. With six seamless deployments for iQPS in the books, Electron is ready for the next six.”
iQPS CEO, Dr. Shunsuke Onishi, says: “We are pleased to announce the successful deployment of QPS-SAR-14 ‘YACHIHOKO-I’, marking our fifth successful launch this year. This milestone reflects the steady advancement of our technology and the growth of our team. We sincerely thank the Electron team and all our members for their outstanding work. With this success, we move closer to realizing our vision of near real-time Earth observation and delivering greater value to society.”
‘The Nation God Navigates’ was Electron’s 74th launch to date and 16th this year, meeting Rocket Lab’s current record high of yearly launches, which was 16 in 2024. With more Electron missions scheduled throughout the remainder of 2025, Rocket Lab is on track for another record-breaking year of launches, all while the Company prepares for the debut launch of its medium-lift reusable rocket, Neutron.
Launch images: F74 | The Nation God Navigates | Flickr
Rocket Lab Media Contact Kate Gamble media@rocketlabusa.com
About Rocket Lab Founded in 2006, Rocket Lab is an end-to-end space company with an established track record of mission success. We deliver reliable launch services, satellite manufacture, spacecraft components, and on-orbit management solutions that make it faster, easier, and more affordable to access space. Headquartered in Long Beach, California, Rocket Lab designs and manufactures the Electron small orbital launch vehicle, a family of spacecraft platforms, and the Company is developing the large Neutron launch vehicle for constellation deployment. Since its first orbital launch in January 2018, Rocket Lab’s Electron launch vehicle has become the second most frequently launched U.S. rocket annually and has delivered over 200 satellites to orbit for private and public sector organizations, enabling operations in national security, scientific research, space debris mitigation, Earth observation, climate monitoring, and communications. Rocket Lab’s spacecraft platforms have been selected to support NASA missions to the Moon and Mars, as well as the first private commercial mission to Venus. Rocket Lab has three launch pads at two launch sites, including two launch pads at a private orbital launch site located in New Zealand and a third launch pad in Virginia.
Forward Looking Statements This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. We intend such forward-looking statements to be covered by the safe harbor provisions for forward looking statements contained in Section 27A of the Securities Act of 1933, as amended (the “Securities Act”) and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). All statements contained in this press release other than statements of historical fact, including, without limitation, statements regarding our launch and space systems operations, launch schedule and window, safe and repeatable access to space, Neutron development, operational expansion and business strategy are forward-looking statements. The words “believe,” “may,” “will,” “estimate,” “potential,” “continue,” “anticipate,” “intend,” “expect,” “strategy,” “future,” “could,” “would,” “project,” “plan,” “target,” and similar expressions are intended to identify forward-looking statements, though not all forward-looking statements use these words or expressions. These statements are neither promises nor guarantees, but involve known and unknown risks, uncertainties and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements, including but not limited to the factors, risks and uncertainties included in our Annual Report on Form 10-K for the fiscal year ended December 31, 2024, as such factors may be updated from time to time in our other filings with the Securities and Exchange Commission (the “SEC”), accessible on the SEC’s website at www.sec.gov and the Investor Relations section of our website at www.rocketlabusa.com, which could cause our actual results to differ materially from those indicated by the forward-looking statements made in this press release. Any such forward-looking statements represent management’s estimates as of the date of this press release. While we may elect to update such forward-looking statements at some point in the future, we disclaim any obligation to do so, even if subsequent events cause our views to change.
Smoking causes severe health consequences, and there is no safe level of secondhand smoke (SHS) exposure [,]. SHS exposure among children increases the risk of sudden infant death syndrome, chronic respiratory diseases such as asthma, and lung cancer in adulthood []. Over 40% of children in the United States are regularly exposed to SHS, most often by a parent []. When a parent quits smoking, they significantly lower their chances of developing lung and other related cancers and lengthen their life expectancy []. Parental smoking cessation eliminates the majority of children’s SHS exposure and decreases the odds that their children will become tobacco users themselves [-]. Pediatricians are well positioned to help parents quit smoking by implementing interventions that connect parents with cost-effective, evidence-based tobacco cessation treatments [,]. Furthermore, for low-income households, where the smoking rate can be 2 times the general population level, pediatricians are often parents’ primary source of interaction with the health care system [,]. Thus, integrating tobacco cessation treatment within pediatric care holds great promise for mitigating the harm of tobacco within families.
While pediatric health care systems are uniquely positioned to help parents and household members (henceforth referred to as parents) quit smoking, evidence-based treatments are significantly underused []. Cost-effective cessation strategies exist, especially when behavioral and pharmacological interventions are combined (eg, nicotine replacement therapy [NRT] plus the Quitline) []. Compared to controls, behavioral interventions, such as telephone- or text-messaging–based counseling, and NRTs significantly increase smoking cessation rates and can easily be disseminated [,]. The 2021 US Preventive Services Task Force, Healthy People 2030, the Department of Health and Human Services, and the surgeon general all strongly recommend that clinicians ask all adults about tobacco use and provide behavioral interventions and pharmacotherapy for cessation [,-]. To best address tobacco use among parents, it is ideal to develop scalable solutions that are coordinated across health systems, community partners, and national services.
Fortunately, advances in health interoperability standards, such as Fast Healthcare Interoperability Resources (FHIR), SMART on FHIR (hereafter referred to as SMART), and CDS Hooks, have created opportunities to more easily support these efforts [-]. FHIR is a health information exchange standard that allows clients (eg, clinical decision support [CDS] services) to obtain granular access to data, such as encounters, allergies, or medications, using a standardized application programming interface (API). SMART is a standard that allows authorized apps to be opened directly from an electronic health record (EHR) or patient portal so that clinicians and patients can seamlessly access external apps within their workflow. CDS Hooks is an event-driven framework in which specific actions in the clinical workflow, such as ordering a medication and trigger messages, known as “hooks,” are sent to subscribing services. These systems can then return recommendations as a “card” to the user directly within their EHR workflow. Systems built on these standards, known as service-oriented systems, are separate from the host system (eg, EHR) but connected using a standard API []. This allows for a modular, scalable approach that can extend care beyond the individual patient.
Several researchers have already begun to explore using these standards for developing CDS systems. Investigators in one health system demonstrated the utility of the SMART framework within the EHR using both clinician- and patient-facing apps to address clinical needs such as patient-specific medication instructions []. Dolin et al [] developed a prototype pharmacogenomics CDS service that interfaced with a commercial EHR using the CDS Hooks standard, and Jung et al [] used CDS Hooks to implement a national service for drug allergy interaction checking. Other researchers have sought to combine standards within the same system. Theiss et al [] developed a prototype app that combined several health information technology standards in a nonproduction setting, and Morgan et al [] combined contextual CDS Hooks prompts to direct clinicians to SMART apps within their hospital’s emergency department.
These studies highlighted the utility of each standard; however, the apps were designed mainly to support clinicians, not patients or families, and were deployed in nonpediatric settings. Lastly, while some use cases have connected to external systems (eg, Value Set Authority Center or RXNorm) to retrieve information, the apps did not interface with community health care partners. In this viewpoint, we describe our experience in developing and implementing a parent tobacco treatment platform (PTTP) within a pediatric institution that leverages multiple international standards to support interoperability, with the overarching goal of providing a model for how such work can be approached. We highlight three key areas where critical decisions shaped the design and trajectory of the system: (1) international standards, (2) community partnerships, and (3) family-centered care. By sharing these lessons, we aim to guide other health IT developers, physicians, health care leadership, and standards development organizations in designing, implementing, and scaling CDS interventions.
How We Designed the PTTP
Project Setting
The PTTP was developed as part of a National Institutes of Health funded research initiative focused on connecting the parents (including caregivers and other household members) of our patients with smoking cessation services within the Children’s Hospital of Philadelphia (CHOP) Care Network and Pediatric Research Consortium [], which includes a combination of suburban, urban, and semirural practices that use a common EHR (Epic Systems Inc). The tool was initially deployed in 5 clinics and has since expanded across all CHOP’s primary care and pulmonary medicine networks (35 sites). Development (including user analysis and design) of the CDS system occurred between January 2020 and November 2023. To support this work, a multidisciplinary team was formed that consisted of physicians, a software engineer and EHR-integration expert, a human-computer interaction specialist, and project managers. The project was approved by the CHOP Institutional Review Board (IRB 20‐018146).
System Overview
On the basis of a rigorous human-centered design evaluation, which consisted of interviews with clinicians, parents, and front-desk staff, formative testing of prototypes, and iterative feedback sessions, we identified that the system needed to support 2 high-level workflows () [,].
Figure 1. Conceptual framework for connecting parents to tobacco cessation treatment from the pediatric chart. EHR: electronic health record.
First, the system needed to screen, identify, and automatically connect parents to the requested treatment options. Although some health care providers (HCP) already routinely ask parents about their smoking status, our team found that the process is inconsistent. Furthermore, parents felt more comfortable disclosing their smoking status through a survey that used nonjudgmental language []. Additionally, to engage parents during a potential activation window, where they are energized to engage in treatment, all treatment connections needed to be processed immediately upon user responses. From these priorities, we hypothesized that an event-driven architecture, responding to previsit questionnaires in the patient portal, would meet the needs of our project. This architecture includes the following high-level layers: (1) producer (source of events), (2) broker (sender of events), and (3) subscriber (listener of events; ) []. Questionnaires can be completed up to 7 days ahead of the visit within the patient’s personal health portal (MyChart; Epic System), during check-in, or by the HCP during the visit. The questionnaire is configurable within our vendor EHR and includes questions about smoking use; if the respondent indicates that they smoke, it provides a motivational message to encourage treatment engagement and three evidence-based treatment options: (1) NRT, (2) Quitline enrollment, and (3) SmokefreeTXT enrollment. The Quitline is a free, state-specific, telephone-based smoking cessation service that provides counseling, referrals to other programs, and access to free medication. SmokefreeTXT is a free mobile text messaging service offered by the National Cancer Institute that provides daily tips and 24-hour support for quitting smoking. Treatment connections are processed immediately upon completion of the questionnaire.
Figure 2. Event-driven architecture.
Second, the system should incorporate a component embedded within the clinician workflow in the EHR. HCPs were interested in understanding the smoking status of the household, given its impact on the child. To reduce the burden on HCPs, who have to juggle many competing priorities in a limited amount of time, the clinician-facing component needed to not only summarize smoking use in the household but also quickly allow HCPs to connect parents to smoking cessation treatment and support other clinical tasks within the EHR, such as documentation and billing. We hypothesized that a client-side rendering architecture would serve the needs of this component []. This architecture includes the following layers: (1) presentation (eg, the user-facing app), (2) application (eg, clinical logic), (3) service (eg, connection to database and treatment partners), and (4) database (storage of app data; ).
We mapped the architectural needs of our system to interoperability standards across all versions supported by Health Level 7 (HL7) International (draft standard for trial use, standard for trial use, and release). To reduce potential dissemination barriers of our system to other organizations, we prioritized standards based on modern internet protocols (eg, FHIR) and limited them to only those well supported by our commercial EHR vendor. Refer to for the list of standards that were evaluated.
Table 1. Interoperability standards reviewed.
Standard
Description
Component
CDS Hooks []
An event-driven architecture, where events in the EHR (known as hooks) trigger messages to subscribers. Currently an HL7 standard for trial use, it uses FHIR for the data model standard, and OAuth 2.0 and OpenID Connect for authorization and authentication.
Parent
Direct messaging []
Method of securely exchanging information to trusted partners. Commonly used with Simple Mail Transfer Protocol and the Continuity of Care Document as a method for exchanging clinical information. Used by some EHRs to connect patients to telephone-based counseling services.
Parent
Clinical Quality Language []
A standard for representing clinical logic to enable sharing across institutions. The language is both human- and machine-readable, and common use cases include quality measures and decision support.
Parent and clinician
FHIR []
Health information exchange standard that takes advantage of popular internet protocols and data formats. Increasing in popularity among health care developers and now on release 6.
Parent and clinician
SMART []
Standard to integrate external apps into health information systems such as the EHR. Uses OAuth 2.0 and OpenID Connect for authorization and authentication and FHIR for information exchange standard.
Clinician
Web messaging []
HL7 standard for supporting tighter integration between the host system and embedded SMART app. Relies on HTML5’s web-messaging protocol to support communication between systems. While not directly supported in our EHR, our EHR vendor provides a similar web-messaging framework, which is included as part of our evaluation.
Clinician
aEHR: electronic health record.
bHL7: Health Level 7.
cFHIR: Fast Healthcare Interoperability Resources.
While HL7 version 2 messaging is the most common event-driven standard used in health care, its implementation often uses a transmission control protocol, which is at a lower level of the Open Systems Interconnection model compared to more modern standards, such as FHIR []. As a result, it is generally not a preferred health information exchange standard for new developments. Evaluations occurred at the following technology layers, where standards were available: (1) EHR-integration framework (eg, SMART, CDS Hooks, and web messaging), (2) data model (eg, FHIR), (3) logic (eg, clinical quality language [CQL]), and (4) community information exchange (eg, direct).
Interoperability Standards Selection
The smoking cessation system () has 2 high-level components, a parent-facing and a clinician-facing system, with services shared between them (). Both components are described below, with a separate section dedicated to shared services. provides an overview of the use of standards across each component.
Not available; used vendor provided web-messaging framework
Vendor
Documentation templates
Used to automate clinical documentation
Order sets
Used to automate clinical documentation
Web messaging
Used to “listen” to clinical events, such as when a patient’s problem list was updated
Patient
Standards
CDS Hooks
Partially used; required enhanced trigger set provided by our vendor EHR
FHIR
Used per specification
CQL
Not used
Vendor
Alert framework
Extends the “hooks” available as part of CDS Hooks specification
aFHIR: Fast Healthcare Interoperability Resources.
bEHR: electronic health record.
cCQL: clinical quality language.
Patient-Facing Component
We first evaluated technologies that would meet the needs of the parent-facing CDS, which was delivered through a previsit questionnaire. Given the existing support for the direct messaging protocol within our EHR and the Pennsylvania Quitline, we initially attempted to facilitate connections using this method. However, as CHOP is a pediatric hospital and does not maintain charts for adults, the Direct protocol did not readily support transmitting information about the parent through the child’s chart. Additionally, other treatment partners did not support the direct protocol. Therefore, a separate service was required to create a connection between the parent and our community treatment partners.
We then evaluated the CDS Hooks standard. While CDS Hooks services are traditionally used to deliver information (eg, recommendations) in the form of a card within a user’s (eg, clinician) workflow, we were interested in using the standard to perform asynchronous tasks. Unfortunately, the current version of the standard does not support a hook based on the completion of a questionnaire. However, our EHR’s implementation of CDS Hooks provides a richer set of triggers, including the completion of a previsit questionnaire. While the use of widely available standards was preferred, other options would have required significant customization and project-specific code. As a result of this and early demonstrations related to adding a hook for responding to patient-completed questionnaires [], we chose to move forward with the CDS Hooks. Immediately after submitting the questionnaire, a Patient_View hook is immediately triggered from the EHR to our system. The system authenticates the message, evaluates questionnaire responses retrieved via FHIR, and connects parents to the requested treatment options.
After determining the trigger mechanism, we explored CQL as a standards-based method for evaluating the patient’s data to determine whether treatment options were requested. While the CQL rule performed as expected, part of the EHR configuration required to send a CDS Hooks message after completion of a previsit questionnaire included a native EHR rule, which already evaluated questionnaire responses. Given this and the additional infrastructure required to support the CQL standard, such as the rules engine, which is not readily supported by our EHR, the CQL rule was considered redundant and removed. In its place, a combination of EHR-based rules within the questionnaire configuration and logic statements in the CDS Hooks service was used.
Clinician-Facing Component
Next, we evaluated standards-based methods for developing and implementing the clinician-facing component. Given the recent federal regulation mandating support for SMART [], we chose this method to embed this component directly within the HCP’s EHR workflow, requiring no additional clicks to navigate to or open. The app was written in React (JavaScript) and supports multiple HCP tasks within the EHR. For parents who smoke but do not select a treatment during the questionnaire, the app allows HCPs to enroll the parent in treatment if they change their mind. The system also allows HCPs to add SHS to the problem list with a single click and includes a section with prompts on how to discuss tobacco use with parents and treatment information. Furthermore, the app automates several routine tasks, including populating text within the encounter note and after-visit summary and defaulting visit diagnoses in order sets. When a parent accepts treatment and counseling is performed by the HCP, the system also provides information on how to appropriately bill for the visit.
To facilitate a tight integration between the app and the EHR, we took advantage of our EHR vendor’s web-messaging framework that enables navigation to different areas of the chart, such as viewing questionnaire responses. Although similar to SMART Web Messaging, our EHR’s framework also allows embedded apps to “listen” to events originating from the EHR, such as when a patient’s medications or problem list are updated. For example, to ensure that SHS is not added to the patient’s chart multiple times, our system listens for changes to the patient’s problem list and updates itself accordingly.
Community Partner Connections
Both the parent- and clinician-facing components use a set of shared services to connect parents to smoking cessation treatment. At the time of our project, limited options existed to support information exchange between the EHR and community partners. Unfortunately, due to varying technical resources across our treatment partners, as well as the lack of support for family-centered care within our EHR, standards-based methods for connecting parents from the child’s chart were not possible. As a result, a separate service was required to connect parents to each partner, as detailed in the subsequent sections. All services are secured using the OAuth 2.0 token infrastructure.
NRT Treatment
Since the smoking cessation system was embedded within the child’s chart, traditional methods to prescribe medication (eg, E-Prescribe) were not available. To connect parents to NRT, we contracted a third-party pharmacy that delivered medication to the parents’ homes. However, as a smaller organization, the pharmacy lacked the resources to develop a process for ingesting parent information using more modern techniques, such as an API. Consequently, we developed a service to send parent information and a system-generated PDF of a prescription using encrypted email.
Text Message–Based Counseling
We partnered with SmokefreeTXT to provide text-based counseling to parents. SmokefreeTXT is a text message program provided by the National Cancer Institute that provides a web form that individuals can complete to enroll []. We initially attempted to integrate this web form directly into our previsit questionnaire, but due to network restrictions within our organization, this was not possible. Additionally, because the questionnaire includes other treatment options beyond SmokefreeTXT, the use of the web form may have required users to enter their information multiple times if they were interested in other treatment options. At the time of our project, no automated mechanism existed to connect individuals to the program, so we engaged directly with the SmokefreeTXT operating partner to request the development of an API. The API initially only accepted the participant’s phone number; however, a primary goal of our project was to remove as many potential barriers to treatment engagement as possible. As a result, to streamline the enrollment process, which required the user to respond with additional information after enrolling (eg, target quit date and current age), a second API was enabled to programmatically update these values, using information already provided in the questionnaire.
Telephone-Based Counseling
Because CHOP provides care across multiple states, we needed to partner with 2 separate telephone counseling organizations in Pennsylvania and New Jersey, each with different connection requirements. Quitline selection is determined by the location of the participating clinic. The Pennsylvania Quitline supports the use of the Direct Messaging protocol. Unfortunately, as mentioned above, Direct Messaging does not account for the family-centered nature of care and can only readily be used if the connection originates from the patient’s chart. In an attempt to establish real-time connections, we evaluated the development of an API similar to that used for SmokefreeTXT; however, this was not possible at the time due to limited resources. Additionally, the Pennsylvania Quitline had already established a robust infrastructure where enrollments are processed through a daily file exchange using the Secure File Transfer Protocol. To build the file, a script queries our clinical data warehouse to identify the participants who are requested to be enrolled. This file is then retrieved by the Quitline partner, who is given remote access to the directory, and processed by their system. For our New Jersey partner, due to resource constraints, connections are sent using encrypted email in a process similar to that of our pharmacy partner (described above).
Impact on Family-Centered Care
Parents want their child’s physician to discuss smoking cessation treatment with them []. However, in pediatric settings, appropriate tobacco treatments are rarely, if ever, provided to parents who smoke []. This is largely due to workflow limitations in the pediatric EHR, especially the inability to account for the family aspect of child health care [,]. EHR vendors often develop features for the physician-adult patient dyad. However, as noted above, they provide limited support to connect family relationships, making it challenging to leverage existing technologies to support teamwork across the patient’s entire network (eg, care team and community groups), particularly in pediatric settings [].
Our system focused directly on the family-centered nature of a child’s care. Therefore, over a 1-year period, our system was used in 194,946 visits and identified 7847 (4.03%) parents who smoked. Of those who smoked, 37.64% (n=2954) selected at least one treatment option, 29.27% (n=2297) selected NRT, 29.46% (n=2312) selected SmokefreeTXT, and 21.8% (n=1711) selected the Quitline (). Performance of the app was excellent, with 99% of all treatment connections handled through the previsit questionnaire and CDS Hooks service without clinician involvement. The remaining 1% of the connections were facilitated using the clinician-facing tool. Interaction (eg, clicks) within the clinician-facing system was limited, occurring in only 774 (<1%) encounters. Given the low level of interaction with the system by HCPs, routine check-ins with practice management were established to ensure that any issues with usability were identified and corrected. No issues were identified during the project period. The uptime of the system (across all components) was 99.99%, with most outages related to network faults that occurred for less than 1 minute. We identified multiple failures in the web-messaging framework; however, these only limited navigation to different areas of the chart from within the app (eg, viewing the questionnaire) and did not impact parent connections. The median (IQR) response time across all system services was 60 (14,393) milliseconds.
Table 3. Questionnaire completion and treatment connection rates.
Metric
Count, n (%)
Questionnaires assigned
267,282 (100)
Questionnaires completed
194,946 (73)
Patient portal
99,063 (51)
Visit check-in kiosk or tablet
94,561 (49)
During visit by clinician
1322 (<1)
Identified person who smokes
7847 (4)
Patient portal
2946 (38)
Visit check-in kiosk or tablet
4836 (62)
During visit by clinician
65 (<1)
Treatment connection
Any
2954 (38)
NRT
2297 (29)
SmokefreeTXT
2312 (29)
Quitline
1711 (22)
aNRT: nicotine replacement therapy.
Discussion and Future Directions
By combining multiple international health data standards and reusing app services across system components (parent and clinician facing), we were able to develop the EHR-integrated PTTP. Our system connected parents (including caregivers and other household members) with smoking cessation treatment at scale, serving hundreds of thousands of families across a diverse patient and practice population. This represents a significant increase compared to prior work [-]. Furthermore, by developing our system in a modular way, we helped to lower the barriers to implementation in another health system on the same EHR, which is using components of our platform []. However, our work also showed that there are limits to using international interoperability standards to support family-centered care in pediatrics.
First, some standards, such as CDS Hooks, are limited in scope and support only a fraction of the potentially actionable events that occur within a health care system. Engaging with patients and families outside of the clinical encounter is a growing area of interest in the health care community []. One method of doing this is through previsit questionnaires, which can be completed in the patient’s health portal. Using our EHR vendor’s enhanced set of CDS Hooks triggers, our system was able to immediately respond to parents completing a previsit questionnaire. Compared to adult settings, where only 7.6% of patients received a medication associated with tobacco use treatment [], our system connected 29% of the parents. Additionally, 99% of these connections occurred automatically, without requiring any work from the visit HCP. While CDS Hooks was originally intended to support more synchronous workflows, such as validating orders at the time of ordering, our team envisions a much larger role for the standard to support asynchronous workflows that do not require input from the health team. This could help organizations across EHR platforms change how they engage with their patients and even alter the dynamics of an individual visit.
Additionally, variability in health care workflows and implementation of standards across EHR vendors creates a need to adapt even standards-adherent systems for implementation in different health systems [,,]. This is especially true for standards that are flexible to institutional workflows, such as SMART, which, depending on the EHR, can integrate into the EHR at different stages of the visit or locations in the chart. Furthermore, health care is a complex adaptive system, and a single workflow may not work across organizations []. Therefore, even for EHRs that support SMART, individual implementations may differ across care domains (eg, inpatient vs primary care) or organizations. Given these limitations, future research and implementation efforts should evaluate whether a combination of standards-based and native EHR technologies would increase portability while reducing maintenance.
Second, standards are not widely adopted outside of health care organizations, such as hospitals or clinics. Recent regulations require EHR vendors to support health interoperability technologies for certification with the Office of the National Coordinator for Health Information Technology []. However, smaller, health care–adjacent organizations similar to our community partners may not use commercial EHRs and often lack the resources to support integrations using international standards. Additionally, standards supporting EHR integration with community partners, such as the Direct protocol, do not support connections for others within the patient’s network (eg, parents). As a result, our system needed to support 3 different methods of information exchange (eg, encrypted email, API, and secure file transfer protocol), and even those that shared a protocol required different information within the message. To fully realize the potential of our system to support interoperability at the community partner level, additional work is needed to create a standardized method for exchanging information. One promising standard-based method to support this is the FHIR ServiceRequest profile, which has been part of the United States Core Interoperability implementation guide since version 2 was released in April 2022.
Lastly, our work showed that the concept of the EHR as a hub, where the EHR provides the necessary capabilities to support teamwork across the patient’s entire network (eg, care team and community groups), is not well supported, particularly in pediatrics []. For example, if a parent has 2 children, ideally, our system would only request information (via the previsit questionnaire) once. However, as patient records rarely contain family-based associations [], the parent is presented with the questionnaire multiple times, which may result in parental frustration and potentially conflicting information across their children’s charts.
Performance of the PTTP was acceptable, with near-perfect uptime across all components. However, we identified issues that warranted attention, including network failures and communication with our EHR’s web-messaging framework. While a growing body of work has identified how CDS can fail, the focus has largely been on centralized computing models where the data and the computation are on the same machine [-]. Architectures taking advantage of newer HL7 standards create new complexities and failure modes that are not recognized with existing frameworks []. To ensure the ongoing safety and effectiveness of service-oriented CDS, more research into these failure modes is necessary.
Conclusions
We found that it is feasible to develop and integrate CDS using a hybrid architecture that combines several health IT standards such as SMART, FHIR, and CDS Hooks. These types of systems are likely to increase over time; however, additional work is necessary to both expand existing standards to integrate with the EHR and streamline information exchange processes for sharing data, when appropriate, with third-party systems about a patient’s care network (eg, parents) whose behaviors impact the patient. Similarly, improved EHR support for linking patient records of family relationships will help to align health data across families.
JGT, BPJ, AGF, and RWG contributed to the research design, data acquisition and analysis, and manuscript preparation. JED, EN-B, and JPW contributed to the research design and manuscript preparation. DK, JR, SK, and EN contributed to the acquisition and analysis of the data and manuscript preparation. All authors approved the final manuscript as submitted.
None declared.
Edited by Naomi Cahill; submitted 29.Mar.2025; peer-reviewed by Sonish Sivarajkumar, Vidhya Prakash; accepted 14.Oct.2025; published 05.Nov.2025.
This is an open-access article distributed under the terms of the Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work, first published in the Journal of Medical Internet Research (ISSN 1438-8871), is properly cited. The complete bibliographic information, a link to the original publication on https://www.jmir.org/, as well as this copyright and license information must be included.
New Brunswick, N.J., November 5th, 2025 – Johnson & Johnson (NYSE: JNJ) will present at the Citi’s 2025 Global Healthcare Conference on Wednesday, December 3rd, 2025. Management will participate in a Fireside Chat at 11:15 a.m. Eastern Time.
A live audio webcast of the presentation will be accessible through Johnson & Johnson’s Investor Relations website at www.investor.jnj.com. An archived edition of the session will be available later that day.
The audio webcast replay will be available approximately 48 hours after the webcast.
Hyatt and Chase Expand their Collaboration as World of Hyatt Loyalty Program Continues Industry-Leading Growth
World of Hyatt reaches more than 60 million members, growing at a rate of nearly 30% annually since 2017
CHICAGO, IL (November 5, 2025) – Hyatt Hotels Corporation (the “Company”) (NYSE: H) today announced an expanded agreement with Chase (NYSE: JPM), building on the successful collaboration between Hyatt and Chase that rewards World of Hyatt cardmembers for stays across Hyatt’s global portfolio.
World of Hyatt remains the fastest-growing loyalty program in the global hospitality industry with more than 60 million members, growing at a rate of nearly 30% annually since 2017. Through its continued emphasis on member choice and recognition, World of Hyatt is one of the most valuable hospitality loyalty programs, with more than 40% more members per hotel compared to the next closest competitor. The result is highly engaged members who spend more, stay more, and book through direct channels more frequently than non-members.
“Our expanded agreement with Chase marks an exciting next chapter in how we grow, reward, and engage with our most loyal travelers,” said Mark Vondrasek, Chief Commercial Officer, Hyatt. “By deepening our collaboration, we’re creating more ways for Chase cardmembers to experience Hyatt’s global portfolio and for World of Hyatt members to be recognized beyond their stays – driving meaningful value for our guests, our owners, and our brands.”
Hyatt expects a significant increase in economics following the expanded agreement with Chase, driven by the expanded collaboration, the continued growth of World of Hyatt membership, the strength of Hyatt’s global portfolio of premium brands serving travelers with high disposable incomes, and Hyatt’s robust hotel room pipeline in sought-after destinations. The expanded collaboration is expected to drive additional stays to Hyatt properties from other Chase cardmembers via Chase Travel and Chase Ultimate Rewards. World of Hyatt Explorist status will be added as a benefit for top spending Chase Sapphire Reserve and Sapphire Reserve for Business cardmembers beginning in the middle of 2026. Hyatt will also continue to increase the number of luxury and premium brands, such as Park Hyatt and Alila, participating in The Edit by Chase Travel.
“We are proud to deepen our over 15-year relationship with Hyatt, expanding our collaboration across not only co-brand, but also our branded cards and Chase Travel,” said Allison Beer, Chief Executive Officer of Card & Connected Commerce, Chase. “The participation from Hyatt in our luxury hotel program, The Edit, and offering loyalty status to Sapphire Reserve cardmembers allows us to deliver even greater value and flexibility to our mutual customers when they stay at world-class Hyatt properties.”
The impact to adjusted EBITDA recognized by Hyatt related to the economics of the credit card programs and similar third-party relationships is expected to be approximately $50 million in 2025 and more than double to approximately $105 million in 2027, with anticipated continued growth in future years. Hyatt will receive upfront pre-tax cash totaling $47 million in the fourth quarter of 2025, which will be recognized within franchise and other fees over the life of the agreement. Additional financial details can be referenced at the end of this press release.
World of Hyatt credit cards provide cardmembers with more opportunities to earn and redeem at nearly 1,500 hotels and all-inclusive properties in the Hyatt portfolio and over 1,200 Mr & Mrs Smith properties around the world. World of Hyatt stands apart from other hospitality loyalty programs with clear, reliable value – offering cardmembers exceptional redemption benefits including a fixed award chart and choice in milestone rewards.
Additionally, Hyatt plans to expand its card portfolio as Hyatt and Chase continue to grow their relationship, building on the success of its current co-branded credit cards – the World of Hyatt Credit Card and the World of Hyatt Business Credit Card. The World of Hyatt credit card portfolio has experienced incredible growth with over 30% increase in card spend and over 25% increase in total cardmembers over the last two years. World of Hyatt cardmember benefits include:
World of Hyatt Credit Card & Business Card:
Up to 9 total points per $1 spent at Hyatt hotels (4 Bonus Points per $1 spent on qualifying purchases, plus 5 Base Points per eligible $1 spent for being a World of Hyatt member)
2 Bonus Points per $1 spent on fitness club and gym memberships
1 Bonus Point per $1 spent on all other purchases
Complimentary World of Hyatt Discoverist status
World of Hyatt Credit Card
2 Bonus Points per $1 spent on local transit and commuting, dining, airline tickets purchased directly from the airlines
1 free night award each year after your cardmember anniversary at any Category 1-4 Hyatt hotel worldwide and a second free night after you spend $15,000 on purchases in a calendar year
World of Hyatt Business Card
2 Bonus Points per $1 spent in your top three categories each quarter. Eligible categories are dining, shipping, airline tickets when purchased directly with the airline, local transit & commuting, social media & search engine advertising, car rental agencies, gas stations, internet, cable & phone services
Earn up to $100 in Hyatt credits each anniversary year. Spend $50 or more at any Hyatt property and earn $50 statement credits up to two times each anniversary year
To learn more about the World of Hyatt credit cards, please visit: https://world.hyatt.com/content/gp/en/rewards/hyatt-credit-card.html.
The term “Hyatt” is used in this release for convenience to refer to Hyatt Hotels Corporation and/or one or more of its affiliates.
About Hyatt Hotels Corporation
Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company guided by its purpose – to care for people so they can be their best. As of June 30, 2025, the Company’s portfolio included more than 1,450 hotels and all-inclusive properties in 80 countries across six continents. The Company’s offering includes brands in the Luxury Portfolio, including Park Hyatt®, Alila®, Miraval®, Impression by Secrets, and The Unbound Collection by Hyatt®; the Lifestyle Portfolio, including Andaz®, Thompson Hotels®, The Standard®, Dream® Hotels, The StandardX, Breathless Resorts & Spas®, JdV by Hyatt®, Bunkhouse® Hotels, and Me and All Hotels; the Inclusive Collection, including Zoëtry® Wellness & Spa Resorts, Hyatt Ziva®, Hyatt Zilara®, Secrets® Resorts & Spas, Dreams® Resorts & Spas, Hyatt Vivid® Hotels & Resorts, Sunscape® Resorts & Spas, Alua Hotels & Resorts®, and Bahia Principe Hotels & Resorts; the Classics Portfolio, including Grand Hyatt®, Hyatt Regency®, Destination by Hyatt®, Hyatt Centric®, Hyatt Vacation Club®, and Hyatt®; and the Essentials Portfolio, including Caption by Hyatt®, Unscripted by Hyatt, Hyatt Place®, Hyatt House®, Hyatt Studios®, Hyatt Select, and UrCove. Subsidiaries of the Company operate the World of Hyatt® loyalty program, ALG Vacations®, Mr & Mrs Smith, Unlimited Vacation Club®, Amstar® DMC destination management services, and Trisept Solutions® technology services. For more information, please visit www.hyatt.com.
About World of Hyatt
World of Hyatt is Hyatt’s award-winning guest loyalty program uniting participating locations in Hyatt’s Luxury Portfolio, including Park Hyatt®, Alila®, Miraval®, Impression by Secrets, and The Unbound Collection by Hyatt®; the Lifestyle Portfolio, including Andaz®, Thompson Hotels®, The Standard®, Dream® Hotels, The StandardX, Breathless Resorts & Spas®, JdV by Hyatt®, Bunkhouse® Hotels, and Me and All Hotels; the Inclusive Collection, including Zoëtry® Wellness & Spa Resorts, Hyatt Ziva®, Hyatt Zilara®, Secrets® Resorts & Spas, Dreams® Resorts & Spas, Hyatt Vivid Hotels & Resorts, Sunscape® Resorts & Spas, and Alua Hotels & Resorts®; the Classics Portfolio, including Grand Hyatt®, Hyatt Regency®, Destination by Hyatt®, Hyatt Centric®, Hyatt Vacation Club®, and Hyatt®; and the Essentials Portfolio, including Caption by Hyatt®, Hyatt Place®, Hyatt House®, Hyatt Studios, and UrCove. Members who book directly through Hyatt channels can enjoy personalized care and access to distinct benefits including Guest of Honor, confirmed suite upgrades at time of booking, diverse wellbeing offerings, digital key, and exclusive member rates. World of Hyatt offers a variety of ways to earn and redeem points for hotel stays, dining and spa services, wellbeing focused experiences through the FIND platform; as well as the benefits of Hyatt’s strategic loyalty collaboration with American Airlines AAdvantage®. Travelers can enroll for free at hyatt.com, download the World of Hyatt app for android and IOS devices and connect with World of Hyatt on Facebook, Instagram, TikTok and X.
Forward-Looking Statements
Forward-Looking Statements in this press release, which are not historical facts, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements include statements about the Company’s anticipated benefits from its expanded collaboration with Chase, planned credit card portfolio expansion, expected Adjusted EBITDA growth related to the economics of the credit card programs and other third-party relationships, plans, strategies, and financial performance, and prospective or future events and involve known and unknown risks that are difficult to predict. As a result, our actual results, performance or achievements may differ materially from those expressed or implied by these forward-looking statements. In some cases, you can identify forward-looking statements by the use of words such as “may,” “could,” “expect,” “intend,” “plan,” “seek,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “continue,” “likely,” “will,” “would” and variations of these terms and similar expressions, or the negative of these terms or similar expressions. Such forward-looking statements are necessarily based upon estimates and assumptions that, while considered reasonable by us and our management, are inherently uncertain. Factors that may cause actual results to differ materially from current expectations include, but are not limited to: the effects that the announcement or pendency of the planned disposition of Playa’s owned real estate may have on us, the occurrence of any event, change or other circumstance that could give rise to the termination of the share purchase agreement for the disposition; the effects that any termination of the share purchase agreement for the disposition may have on us or our business; failure to successfully complete the planned disposition of Playa’s owned real estate; legal proceedings that may be instituted related to the planned disposition; significant and unexpected costs, charges or expenses related to the planned disposition of Playa’s owned real estate; inability to obtain regulatory or governmental approvals in connection with the planned disposition of Playa’s owned real estate or to obtain such approvals on satisfactory conditions, general economic uncertainty in key global markets and a worsening of global economic conditions or low levels of economic growth; the rate and pace of economic recovery following economic downturns; global supply chain constraints and interruptions, rising costs of construction-related labor and materials, and increases in costs due to inflation or other factors that may not be fully offset by increases in revenues in our business; risks affecting the luxury, resort, and all-inclusive lodging segments; levels of spending in business, leisure, and group segments, as well as consumer confidence; declines in occupancy and average daily rate; limited visibility with respect to future bookings; loss of key personnel; domestic and international political and geopolitical conditions, including political or civil unrest or changes in trade policy; the impact of global tariff policies or regulations; hostilities, or fear of hostilities, including future terrorist attacks, that affect travel; travel-related accidents; natural or man-made disasters, weather and climate-related events, such as hurricanes, earthquakes, tsunamis, tornadoes, droughts, floods, wildfires, oil spills, nuclear incidents, and global outbreaks of pandemics or contagious diseases, or fear of such outbreaks; our ability to successfully achieve specified levels of operating profits at hotels that have performance tests or guarantees in favor of our third-party owners; the impact of hotel renovations and redevelopments; risks associated with our capital allocation plans, share repurchase program, and dividend payments, including a reduction in, or elimination or suspension of, repurchase activity or dividend payments; the seasonal and cyclical nature of the real estate and hospitality businesses; changes in distribution arrangements, such as through internet travel intermediaries; changes in the tastes and preferences of our customers; relationships with colleagues and labor unions and changes in labor laws; the financial condition of, and our relationships with, third-party owners, franchisees, and hospitality venture partners; the possible inability of third-party owners, franchisees, or development partners to access the capital necessary to fund current operations or implement our plans for growth; risks associated with potential acquisitions and dispositions and our ability to successfully integrate completed acquisitions with existing operations or realize anticipated synergies; failure to successfully complete proposed transactions, including the failure to satisfy closing conditions or obtain required approvals; our ability to successfully complete dispositions of certain of our owned real estate assets within targeted timeframes and at expected values; our ability to maintain effective internal control over financial reporting and disclosure controls and procedures; declines in the value of our real estate assets; unforeseen terminations of our management and hotel services agreements or franchise agreements; changes in federal, state, local, or foreign tax law; increases in interest rates, wages, and other operating costs; foreign exchange rate fluctuations or currency restructurings; risks associated with the introduction of new brand concepts, including lack of acceptance of new brands or innovation; general volatility of the capital markets and our ability to access such markets; changes in the competitive environment in our industry, industry consolidation, and the markets where we operate; our ability to successfully grow the World of Hyatt loyalty program and manage the Unlimited Vacation Club paid membership program; cyber incidents and information technology failures; outcomes of legal or administrative proceedings; and violations of regulations or laws related to our franchising business and licensing businesses and our international operations; and other risks discussed in the Company’s filings with the U.S. Securities and Exchange Commission (“SEC”), including our annual report on Form 10-K and our Quarterly Reports on Form 10-Q, which filings are available from the SEC. These factors are not necessarily all of the important factors that could cause our actual results, performance or achievements to differ materially from those expressed in or implied by any of our forward-looking statements. We caution you not to place undue reliance on any forward-looking statements, which are made only as of the date of this press release. We undertake no obligation to update publicly any of these forward-looking statements to reflect actual results, new information or future events, changes in assumptions or changes in other factors affecting forward-looking statements, except to the extent required by applicable law. If we update one or more forward-looking statements, no inference should be drawn that we will make additional updates with respect to those or other forward-looking statements.
Estimated Financial Impact
Recognized by Hyatt related to the economics of the credit card programs and similar third-party relationships
(in millions)
FY25 Outlook
FY26 Estimate
FY27 Estimate
Franchise and other fees
$ 100
$ 90
$ 105
Other revenues1
$ 45
$ –
$ –
Other direct costs1
$ (90)
$ –
$ –
Adjusted G&A expenses1
$ (5)
$ –
$ –
Impact to Adjusted EBITDA2
$ 50
$ 90
$ 105
1As of the effective date of the amendment, the credit card programs are now part of our World of Hyatt loyalty program and as a result, amounts previously recognized within other revenues, other direct costs, and Adjusted G&A expenses, along with expected future benefits related to the expansion of the programs, will be recognized within revenues for reimbursed costs and reimbursed costs on our condensed consolidated statements of income (loss). License fee revenues will continue to be recognized within franchise and other fees within gross fees.
2Represents Adjusted EBITDA recognized by Hyatt related to the economics of the credit card programs and similar third-party relationships. The Company has not included a reconciliation of net income (loss) to Adjusted EBITDA related to the credit card programs as the adjustments are either not applicable or items that the Company cannot forecast with sufficient accuracy and without unreasonable efforts. For a reconciliation of consolidated net income attributable to Hyatt Hotels Corporation to Adjusted EBITDA, please refer to the “Financials” section of the Company’s Investor Relations website.
The Company’s estimates are based on a number of assumptions that are subject to change and many of which are outside the control of the Company. If actual results vary from these assumptions, the Company’s expectations may change. There can be no assurance that Hyatt will achieve these results.
NEW YORK–(BUSINESS WIRE)–
UiPath, Inc. (NYSE: PATH), a global leader in agentic automation, today announced it will report financial results for its third quarter fiscal 2026 ended October 31, 2025 after the market closes on Wednesday, December 3, 2025. Management will host a conference call and webcast to discuss the Company’s financial results at 5:00 pm ET.
UiPath Third Quarter Fiscal 2026 Financial Results Conference Call
When: Wednesday, December 3, 2025
Time: 5:00 pm ET
Conference ID: 13756820
Live Call: 1-877-407-8309 (US/Canada Toll-Free) or 1-201-689-8057 (Toll)
Replay: A webcast replay of the conference call will be available on the investor relations website for one year.
Webcast: https://ir.uipath.com
About UiPath
UiPath (NYSE: PATH) is a global leader in agentic automation, empowering enterprises to harness the full potential of AI agents to autonomously execute and optimize complex business processes. The UiPath Platform™ uniquely combines controlled agency, developer flexibility, and seamless integration to help organizations scale agentic automation safely and confidently. Committed to security, governance, and interoperability, UiPath supports enterprises as they transition into a future where automation delivers on the full potential of AI to transform industries.
View source version on businesswire.com: https://www.businesswire.com/news/home/20251105236715/en/
Cambridge, England, Nov. 5, 2025: Arm Holdings plc (NASDAQ: ARM), the company that is building the future of computing, has today published a letter to its shareholders containing the company’s results for its second quarter of fiscal year 2026, which ended Sept. 30, 2025. The letter is available on its investor relations website (https://investors.arm.com/financials/quarterly-annual-results). The shareholder letter will also be furnished to the Securities and Exchange Commission (SEC) on a Form 6-K and will be available on the SEC website at http://www.sec.gov.
Arm will host an audio webcast to discuss its results at 14:00 PT / 17:00 ET / 22:00 GMT today, Nov. 5. The live webcast will be available at https://edge.media-server.com/mmc/p/ujw5pboy/ and a replay will be at https://investors.arm.com/financials/quarterly-annual-results.
About Arm
Arm is the industry’s highest-performing and most power-efficient compute platform with unmatched scale that touches 100 percent of the connected global population. To meet the insatiable demand for compute, Arm is delivering advanced solutions that allow the world’s leading technology companies to unleash the unprecedented experiences and capabilities of AI. Together with the world’s largest computing ecosystem and 22 million software developers, we are building the future of AI on Arm.
NEWARK, Calif. – November 5 2025 — Lucid Group, Inc. (NASDAǪ: LCID), maker of the world’s most advanced electric vehicles, today announced key organizational changes designed to accelerate growth, streamline decision-making, and enhance accountability as the company scales globally.
To support these objectives, Lucid has made the following organizational changes:
• Emad Dlala has been appointed Senior Vice President, Engineering and Digital. In addition to leading the powertrain organization, he will now oversee all product development functions, including vehicle engineering, digital systems, and software. In his expanded role he will continue to drive Lucid’s technology leadership, lead vehicle development, improve cost efficiency and manufacturability, and advance Lucid’s software-defined vehicle architectures. • Erwin Raphael has been elevated to Senior Vice President, Revenue, with expanded global responsibilities. He will now lead global sales and service operations, driving accountability for revenue and customer experience as Lucid expands further into new consumer markets worldwide.
In addition, Lucid has appointed Marnie Levergood, as Senior Vice President, Ǫuality. Levergood will lead efforts to ensure Lucid delivers vehicles that meet the highest standards of quality and craftsmanship, working in close concert with engineering and manufacturing. She previously held quality and manufacturing roles at Scout Motors, Stellantis, and Magna. Levergood succeeds Jeri Ford, who will be retiring after more than 35 years in the automotive industry.
“As we accelerate production of Lucid Gravity and prepare to launch our Midsize platform, these changes will help drive faster innovation and stronger execution.” said Marc Winterhoff, Interim CEO at Lucid. “Emad has played a key role in establishing Lucid as the EV technology leader. In his new expanded role overseeing complete vehicle development, we have no doubt his leadership will broaden our technology excellence, improve software quality, manage costs, and keep projects on schedule. As we grow globally, Erwin’s leadership will be critical to delivering exceptional customer experiences and driving revenue growth. And Marnie brings decades of experience that further strengthens our leadership team.”
As part of these changes, Eric Bach, Senior Vice President of Product and Chief Engineer, has departed Lucid. The company thanks him for his contributions over the past decade.
About Lucid Group Lucid (NASDAǪ: LCID) is a Silicon Valley-based technology company focused on creating the most advanced EVs in the world. The award-winning Lucid Air and Lucid Gravity SUV deliver best-in-class performance, sophisticated design, expansive interior space and unrivaled energy efficiency. Lucid assembles both vehicles in its state-of-the-art, vertically integrated factories in Arizona and Saudi Arabia. Through its industry-leading technology and innovations, Lucid is advancing the state-of- the-art of EV technology for the benefit of all.
Forward-Looking Statements This communication includes “forward-looking statements” within the meaning of the “safe harbor” provisions of the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements may be identified by the use of words such as “estimate,” “plan,” “project,” “forecast,” “intend,” “will,” “shall,” “expect,” “anticipate,” “believe,” “seek,” “target,” “continue,” “could,” “may,” “might,” “possible,” “potential,” “predict” or other similar expressions that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements include, but are not limited to, statements regarding Lucid’s expectations related to the announced executive leadership changes, including the intended business performance resulting from these changes. These statements are based on various assumptions, whether or not identified in this communication, and on the current expectations of Lucid’s management. These forward-looking statements are not intended to serve as, and must not be relied on by any investor as, a guarantee, an assurance, or a definitive statement of fact or probability. Actual events and circumstances are difficult or impossible to predict and may differ from these forward-looking statements. Many actual events and circumstances are beyond the control of Lucid. These forward-looking statements are subject to a number of risks and uncertainties, including those factors discussed under the cautionary language and the Risk Factors in our Annual Report on Form 10-K for the year ended December 31, 2024, subsequent Ǫuarterly Reports on Form 10-Ǫ, Current Reports on Form 8-K, and other documents Lucid has filed or will file with the Securities and Exchange Commission. If any of these risks materialize or Lucid’s assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. There may be additional risks that Lucid currently does not know or that Lucid currently believes are immaterial that could also cause actual results to differ from those contained in the forward-looking statements. In addition, forward-looking statements reflect Lucid’s expectations, plans or forecasts of future events and views as of the date of this communication. Lucid anticipates that subsequent events and developments will cause Lucid’s assessments to change. However, while Lucid may elect to update these forward-looking statements at some point in the future, Lucid specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing Lucid’s assessments as of any date subsequent to the date of this communication. Accordingly, undue reliance should not be placed upon the forward-looking statements.
Media Contact media@lucidmotors.com
Trademarks This communication contains trademarks, service marks, trade names and copyrights of Lucid Group, Inc. and its subsidiaries and other companies, which are the property of their respective owners.
JPMorganChase today celebrated a major milestone in its more than 90 years doing business in Detroit, announcing that its business and philanthropic investments in the city have surpassed $2 billion since 2014. Marking a new chapter in its commitment to Detroit, the firm also unveiled plans for a state-of-the-art downtown office and conference center at Hudson’s Detroit, designed to foster collaboration, innovation and community engagement. These investments underscore JPMorganChase’s continued support for the city’s resurgence.
“Today, JPMorganChase celebrates more than a decade of impact in Detroit, surpassing $2 billion in investments that will help fuel the city’s future,” said JPMorganChase Chairman and CEO Jamie Dimon. “From revitalized neighborhoods to thriving small businesses, Detroit’s transformation is a story of resilience. It is also a story of what’s possible when the business, government and community come together to test new ideas that create growth. Detroit has become a model for how JPMorganChase invests in communities around the world. We are proud to have played a role in the city’s revitalization, and we look forward to continuing our commitment with our new downtown office.”
“One of the first phone calls I received as Mayor of Detroit was from Jamie Dimon. To think that initial call helped spur $2 billion supporting our people and companies is pretty incredible,” said Detroit Mayor Mike Duggan.“Working together, we’ve shown that businesses and government can drive real change. Detroit’s future is bright, and the transformational investments made by JPMorganChase have played a huge role in the city’s turnaround.”
“Over ten years ago, JPMorgan Chase believed in Detroit’s potential and invested in our future,” said Mayor-Elect Mary Sheffield. “Today, as that investment deepens, it reaffirms what we already know; that the Motor City is on the move. I look forward to building on this momentum and ensuring companies across the country see Detroit as the best place to grow and thrive.”
A new chapter: Downtown Detroit office
Building on more than 90 years of doing business in Detroit, JPMorganChase is relocating to a new, state-of-the-art office in the heart of downtown at Hudson’s Detroit. Scheduled for completion in 2026, the new office will serve as a space for collaboration, innovation and community partnerships. It will feature modern workspaces with cutting-edge advanced technologies, dedicated communal areas and flexible meeting spaces. The new office will also include a conference center for client events and meetings as well as space to host community events, financial education workshops, career development programs and networking events.
In addition to its Class A office space, Hudson’s Detroit, a 1.5 million square foot mixed-use development by Bedrock, brings together destination retail—such as ALO and Tecovas—a premier event venue at The Department at Hudson’s, the Midwest’s first EDITION hotel and residences, and the Detroit debut of Danny Meyer’s Union Square Hospitality Group (USHG). The development includes a new public plaza, Nick Gilbert Way, which features seasonal programming and Un Deux Trois, a French-inspired café truck.
“Hudson’s Detroit proudly welcomes JPMorganChase as one of our newest tenants,” said Bedrock Senior Vice President of Leasing Naumann Idrees. “Hudson’s not only embodies the history of Detroit, it’s a symbol of the community and the momentum underway across the region. The iconic workplace and exceptional amenities bring a new experience to the market, including onsite meeting and event space, a lounge and fitness center and its prime location on Woodward Avenue, attracting a strong mix of local, national and global companies.”
$2 billion in Detroit: A decade of impact
JPMorganChase’s more than $2 billion in investments in Detroit since 2014, which include a combination of credit, loans and philanthropic capital, have helped drive progress across five key areas detailed below. This excludes tens of billions in financing to corporations headquartered in Detroit, including major automakers.
Real estate, employees and local services
Invested $73 million in local real estate purchases and redevelopment and local services, including the construction of the Corktown Community Center branch, development of new office space at Hudson’s and purchases from local suppliers.
Sent more than 185 employees from 15 countries to Detroit as part of the firm’s Service Corps, a skills-based volunteer program that taps the talent and expertise of JPMorganChase’s global workforce to help local nonprofits address challenges and support the execution of the city’s strategic plans.
Business growth and entrepreneurship
Deployed $568 million in lending and credit to local small businesses.
Provided more than $37 million in philanthropic investments to more than 30 nonprofits, helping Detroit small businesses access the capital, customers, connections and resources needed to grow and succeed.
Supported over 360 small businesses through the Detroit-area Coaching for Impact 1:1 consulting and executive coaching program.
Housing and neighborhood development
Deployed $1.1 billion in home loans to help Detroiters purchase, refinance and renovate their homes.
Invested $158 million to support the creation of over 3,800 affordable housing units.
Deployed $77.5 million to critical Community Development Financial Institutions (CDFIs) including Invest Detroit, Detroit Neighborhoods Fund (managed by Capital Impact Partners) and the Detroit Housing for the Future Fund (managed by LISC Fund Management) to support local development, increased housing supply, entrepreneurship and job creation.
Provided $104 million in New Market Tax Credits and Historic Tax Credits to support educational institutions, infrastructure projects, manufacturing factories, community facilities and retail stores, including:
$1.97 million to acquire and rehabilitate Detroit Prep, a previously vacant school, which now serves up to 430 students.
$2.5 million for the McClellan Early Childhood Education Center, which provides quality, accessible early childhood education services for low-income families.
$13.6 million to develop and operate the QLINE, a 3.3-mile light rail system in the heart of Detroit.
More than $2 million to support the expansion of Goodwill’s Green Works recycling facility.
$3.2 million to convert the historic Cadillac Motor Car Company Assembly Plant into a modern apartment building with 90 units.
$4.7 million to modernize Eastern Market.
Supported over 1,000 jobs through tax credits and infrastructure investments.
Delivered $162 million in community development banking loans, strengthening neighborhoods and improving access to essential services and housing for people with developmental and intellectual disabilities, as well as families experiencing homelessness and poverty.
Provided nearly $48 million in philanthropic investments to more than 25 nonprofits to support neighborhood improvements through commercial corridor revitalization, catalytic park investments, streetscape improvements and housing stabilization, including removing blighted homes and building affordable housing in several Detroit neighborhoods.
Careers & skills
Launched the company’s first virtual call center in Detroit, training and hiring over 100 Detroiters to serve as Chase customer service specialists who handle more than 1 million customer service calls each year. Since launching in Detroit, the firm has expanded its virtual call center model, including to Baltimore and Atlanta.
Provided more than $32.3 million in philanthropic investments to 39 nonprofits to help build a comprehensive and data-driven understanding of the city’s workforce challenges, align local job training programs with high-demand industries and place thousands of Detroiters in apprenticeships or full or part-time jobs.
Financial health
Opened the Corktown Community Center branch, which has become a hub for financial health, career support and small business engagement.
Hosted more than 150 financial health events at the Corktown Community Center branch, reaching nearly 3,000 attendees.
Provided nearly $16 million in philanthropic investments to more than 20 nonprofits, offering innovative tools and solutions to help Detroiters build financial stability, resilience, and lasting wealth.
As Detroit’s economy has grown, so too has the firm’s local business. Since 2018, the firm increased the number of small businesses it serves by more than 50%. Between 2014 and 2024, deposits in Detroit increased by more than 45%, and revenue value in Wayne County increased by 15% between 2022 and 2024.
About JPMorganChase
JPMorganChase & Co. (NYSE: JPM) is a leading financial services firm based in the United States of America (“U.S.”), with operations worldwide. JPMorganChase had $4.6 trillion in assets and $357 billion in stockholders’ equity as of June 30, 2025. The Firm is a leader in investment banking, financial services for consumers and small businesses, commercial banking, financial transaction processing and asset management. Under the J.P. Morgan and Chase brands, the Firm serves millions of customers predominantly in the U.S., and many of the world’s most prominent corporate, institutional and government clients globally. Information about JPMorganChase & Co. is available at www.JPMorganChase.com.
