Category: 3. Business

FRESNO, Calif. (KFSN) — Fresno’s first sober bar is now accepting reservations for those participating in Dry January.

Lumiere is located inside Sun Stereo Warehouse on Fulton Street.

The non-alcoholic bar not only serves mocktails but also specialty drinks with adaptogens and mood-enhancing ingredients.

These beverages have zero sugar and use vitamins to give people a natural buzz without booze.

The bar’s owner, Joy Alvarado, says they want to offer a sober social scene, “Yes, you can go to a bar and order a mocktail, but you are in a setting where everyone is drinking, but you are essentially in the same playing field in this atmosphere.”

If you are interested in stopping by, you can make a reservation online at lumieresoberbar.com.

5 January 2026

On 8 December 2025, the Competition and Consumer Commission of Singapore (“CCS”) issued a press release announcing that it has found that two retailers of consumer electronics and home appliances, Courts and PRISM+, have used website design features that mislead consumers.

This article summarises CCS’ findings.

“Sneak into basket”

CCS found that Courts engaged in unfair trade practices by charging consumers for products that they had not selected. During certain promotional periods, Courts’ website included additional items into online shopping carts without the consumer’s consent. For example, after a consumer selected an Apple iPad for purchase, an Acer vacuum cleaner also appeared in the cart.

The CCS press release explains that this practice puts consumers at risk of unknowingly paying for unsolicited items if they fail to notice and remove such items from their online carts before checking out.

CCS intervened in June 2025 and Courts has given an undertaking to cease this practice immediately. In addition to making changes to its website, Courts also agreed to refund customers affected by this unfair trade practice.

“False urgency”

In a separate matter, CCS reviewed certain website design features on PRISM+’s website that were found to create urgency cues during the online purchasing process that could influence consumer purchasing decisions.

The features identified included the following:

• Countdown timers on checkout pages displaying messages such as “Popular items are selling fast! Purchase within the next [timer] minutes to secure stock and avoid losing out”. The timers were not connected to inventory systems and reset automatically upon reaching zero without affecting the checkout process.
• Stock availability indicators stating “In Stock: Running Low” on product pages, even where inventory levels remained substantial. In one instance, the indicator was displayed although monthly sales accounted for only 7% of total available stock. PRISM+ explained that the indicator was applied to products with inventory levels above 100 units; this threshold was not disclosed on the website.
• Statements suggesting market-wide shortages, including references to supply chain disruptions and industry-wide stock shortages. When queried, PRISM+ was unable to substantiate these statements and indicated that they were made in the context of the Covid-19 pandemic.
• Discount representations such as “Up to 67% off” for certain products, where the stated maximum discount was not achievable based on the strikethrough prices shown. In one example, the actual discount amounted to 38%. PRISM+ attributed these discrepancies to technical errors.

PRISM+ has since rectified the relevant website features and provided an undertaking to CCS that it will not engage in unfair trade practices.

CCS advice to businesses and consumers

CCS also encouraged consumers to remain vigilant when shopping online, including reviewing their shopping carts for unexpected items, verifying that payment amounts match intended purchases, and questioning the authenticity of urgency claims before making impulse purchases.

CCS stated that these two interventions form part of its broader enforcement actions against businesses that employ misleading website design features, known as “dark patterns”, to pressure consumers into unintended purchases.

Scott Clements, Partner of Allen & Gledhill’s Competition & Foreign Investment Review Practice, commenting on the expansion of CCS’ regulatory function over consumer protection on 1 July 2025: “The exercise by CCS of its consumer protection powers in the first six months has been noteworthy but unsurprising. CCS had similarly been purposeful in taking on competition infringements since its inception while concurrently setting out its enforcement philosophy. With those foundations, the Commission has, in the last two decades, built on its track record by taking on increasingly sophisticated and complex antitrust cases.”

Reference materials

The following materials are available on the CCS website www.ccs.gov.sg:

Baker McKenzie Wong & Leow, the Singapore member firm of Baker McKenzie, has appointed Kelvin Poa as Country Managing Principal, effective 1 January 2026. Kelvin succeeds James Huang who successfully concluded his term on 31 December 2025, having led the office since 1 January 2023.

Kelvin is a highly regarded lawyer with more than 27 years of experience in investment funds and employment law. He currently heads the Funds and Employment practice groups at Baker McKenzie Wong & Leow, advising venture capital, private equity, and real estate clients on structuring investments, acquisitions, restructurings, and exits. Kelvin also supports asset management clients in navigating transformational transactions and complex reorganizations.

In the employment space, Kelvin provides strategic advice on non-contentious matters, including contracts, separation agreements, and restrictive covenants such as non-solicitation and non-competition terms.

Commenting on his appointment, Kelvin said: “I’m honoured to have been appointed as Country Managing Principal and thank my fellow principals for their trust in me. I would also like to express my appreciation to James for his leadership over the past years, guiding the Firm through post-COVID workplace changes and our office move. I look forward to working closely with our global and regional teams to deliver seamless client outcomes in today’s dynamic market.”

James said, “I congratulate Kelvin on his appointment. His leadership and expertise in the funds and employment space will undoubtedly take the Firm to even greater heights alongside Singapore’s growth as a regional gateway for international investments, talent development, and workplace transformation.”

Billionaires Alex and Vanessa Birkenstock, of the German leather sandal-family, are the buyers of an $85m Rose Bay mansion that sold in the days leading up to Christmas.

The last-minute purchase was the highest residential sale for 2025.

The couple, who were living in Melbourne, have been looking to buy in Sydney for several years with a budget of up to $200m.

Alex has long dreamt of sailing on Sydney Harbour. And with their daughters starting at the exclusive Rose Bay school Kambala this year, the search via top buyer’s agent Simon Cohen gathered pace in the last months of 2025.

With Cohen last spotted in the Maldives and the sales agents, Brad Pillinger of Pillinger and Steven Chen of The Agency, remaining tightlipped on their purchasers, it was left to other sources to spill the beans exclusively to News Corp.

MORE: George Clooney’s new French home

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They’d had their eye on the five-bedroom residence known as Bayview Hill House in Bayview Hill Rd since its May listing with a $90m guide.

Vanessa, a British-German model, who had lived in Australia between 2002 and 2012 before she met her German husband, appeared in campaigns for Kenzo, Myer and Bettina Liano.

She was seen viewing the property late last year with Cohen and loved it so much that she asked her husband to jump on a plane and take a look.

The luxury home was owned by Lawrence Myers, chief executive of James Packer’s family office Consolidated Press Holdings, and his wife, Sylvia.

On a 1039sqm block, the grand property, designed by David Walker and Peter Janks, has incredible views of the Harbour Bridge from nearly every room — even the bathtub and gym.

There’s also a spectacular wet-edge pool with spa and cabana.

The Myers had bought it from retailer Brett Blundy for $43m in 2018.

The sale slotted in at No.2 in the top 20 sales across the country for the year, with Pillinger having been behind both of the two top Sydney deals, this one for $85m and the third top sale nationwide at $82.5m.

Michael Pallier, of Sotheby’s, who had $1bn in sales last year, was the agent for six of the top sales.

The Birkenstocks had also taken a look at the Barangaroo penthouse, which also appears in the top 10 at $80m.

Alex and his brother Christian were reported as having been worth US$3.4bn in 2023 after they sold a majority of their stake in the family business a $4.7bn deal two years before.

The footwear company dates from 1774, with Alex, Christian and their brother Stephan taking control from their father, Karl, in 2002.

Stephan sold his share in 2013.

Alex, 57, reportedly also owns property in New York, Miami and southern Germany.

MORE:

Ian Thorpe’s big windfall

Almost $300 million in refunds, dividends and cheques remain unclaimed by households and businesses across New South Wales, with locals urged to take action to secure the money they are owed.

Unclaimed cash is held by businesses and can accumulate when money is unable to be returned due to missing paperwork or contact information.

Money is then passed on to Revenue NSW when further attempts to return the funds are unsuccessful.

Areas with the most unclaimed cash include Sydney’s CBD and eastern suburbs, where more than $91 million in total is waiting to be snapped up by rightful owners.

About $76 million of the money is located in Western Sydney, with $22 million held in the Central Coast and the Hunter.

Some of the individual unclaimed items are valued in the millions of dollars.

Minister for Finance Courtney Houssos said there were more than 800,000 individual payments that remained unclaimed.

“This is money that belongs to residents of New South Wales, and we want to get that money back to you,” she said.

“It ranges from a few dollars to much larger amounts, but we encourage you to jump online and to check it out.

“This might be that little bonanza that you are waiting for.

“All you need to do is jump onto the website and search your name.”

Money unclaimed for years

Revenue NSW holds an additional $394 million for people registered at addresses outside the state.

Ms Houssos said some of the money had been sitting unclaimed for “many, many years”, with changes implemented to limit the amount of time businesses could hold onto cash.

“We’ve also made some legislative changes that mean businesses can only hold onto money for two years instead of six years to make it again easier for people to get access to their money,” she said.

“We think it’s really important that businesses return that money. If they’re not able to, they return it to the government, and we use our efforts to try and get that money back to residents.

“Even if someone has passed away, and you’re able to inherit that money, there is also a mechanism for you to access it.”

Last year, more than $21 million in unclaimed cash was returned to NSW households.

Anyone who suspects they may not have received money they are owed can visit the Revenue NSW website, where they will be asked to verify their identity and connection to the money.

Laing O’Rourke, as part of MetroVista led by Gamuda, has been awarded the contract to deliver the Sydney Metro West Stations Package West project.

The Sydney Metro West Stations Package West project includes the design and construction of five new underground metro stations and associated precincts at Westmead, North Strathfield, Burwood North, Five Dock, and The Bays. The opening date for the new Metro West Line is targeted for 2032.

As Delivery Partner for Gamuda, Laing O’Rourke will leverage extensive experience in managing multi-billion-dollar programs to oversee program management of the five non-integrated stations. In addition to the role as a Delivery Partner, Laing O’Rourke will be the Managing Contractor responsible for delivering Five Dock Station.

This integral station will deliver rail to Five Dock for the first time, providing residents and businesses with fast, direct access to the Sydney CBD and other parts of the metro network. The complex station construction is well suited to Laing O’Rourke’s commitment to modern methods of construction and leverages experience from the world-class Central Station Metro project.

Five Dock Station marks our fifth Sydney Metro project, reinforcing our reputation as a trusted partner in delivering complex, city-shaping infrastructure.

“We are proud to play a key role in delivering Metro West, a project that will transform how Sydney moves and connects. Our partnership with Gamuda combines global expertise and local capability to ensure this landmark infrastructure project is expertly managed and delivered to the highest standards,” said Mark Dimmock, Laing O’Rourke Managing Director – Australia.

_________________

About Sydney Metro

Sydney Metro is Australia’s biggest public transport project; building, operating and maintaining a network of four metro lines, 46 stations and 113km of new metro rail to revolutionise how Sydneysiders travel in Australia’s biggest city.

Metro trains are now running from Sydney’s booming Northwest region under Sydney Harbour, through new underground stations in the CBD.

Sydney Metro enhances public spaces with vibrant transport precincts, acting as a catalyst for renewal and better connections.

The metro program creates and supports new communities, improves amenities, and delivers new integrated station developments.

2025: A Year of Good Performance

• Performance in 2025 was good, with a Group order backlog of 11.5 trillion yen.
• We will now continue to live up to the expectations that the market has for us.

2026: Put ITO into Practice

• In 2026, I hope that we can put into practice the principle of Innovative Total Optimization (ITO) and pursue great reforms to position MHI Group to bring in higher profits and achieve greater growth in a self-reinforcing positive cycle.
• First, total optimization will halve lead times and enhance operational productivity. In doing so, we aim to generate 100 billion yen in incremental business profit – which is equivalent to 2% of annual Group revenue – going forward.
• Further, we will make concrete the growth strategies of each business for domain expansion.

Treat Changes as Chances and Create Business Opportunities

• Our business environment remains highly uncertain.
• However, we must not allow fear to keep us from changing our ways. Instead, we should view change as the new normal and embrace it as a significant opportunity. We ourselves must adapt flexibly, manage the risks accompanying change, and create new business opportunities. Learn to enjoy the change and find the positive aspects.

Three Requests to Enable MHI Group to Continue Growing in an Uncertain Business Environment

• Think Big, with the Entire Group in Mind
  Take the time to look up from your day-to-day work and act with pride as a member of the larger team that is MHI Group. Within the Group, there are hundreds to thousands of people working in the same field as you. Imagine building a community within each of those sub-fields to transform your work practices through the ITO principle of total optimization.
  By broadening your perspective to encompass enhanced value chain collaboration, cross-departmental communication, and proactive market analysis, you will find it easier to identify what challenges you should be working on.
• Think from the Customer’s Perspective
  Focus on what benefits your customers, not just what suits our Group.
  To do this, you need to truly understand your customers. Ask yourself if you know their top concerns and challenges, and whether they are dissatisfied with us, and engage in active communication. The ITO principle of domain expansion begins with fully understanding our customers’ needs and preparing solutions for them. Since customer needs are constantly changing, we must expand the scope of our work accordingly.
• Iterate Quickly, Beginning with the Things Closest to You
  When starting something new, it’s crucial to begin small and move quickly. Formulate your own hypotheses and verify their effectiveness within a limited scope.
  MHI Group’s products and services really do move the world forward. However, the first step is always a small one, taken at scale where you can still look all of your colleagues in the eye. Find joy in the process of making small improvements (“Kaizen”) and seeing their effects, and in trying new things in rapid succession.

　

Since becoming president, I have had the opportunity to visit many domestic and international bases and Group companies. Seeing all of you working with such a bright and positive attitude fills me with great pride.
I am convinced once again that we can achieve significant growth. This year too, let us move the world forward through our work.

SEOUL, January 5, 2026 – Hyundai Motor Group (The Group) today shared its 2026 strategic vision with global employees, with Executive Chair Euisun Chung presenting priorities focused on continuous customer-focused transformation, strengthened ecosystem competitiveness, and AI-driven innovation to navigate evolving market dynamics and lead new industry standards.

During his new year remarks, Executive Chair Chung presented five key strategic priorities — customer-focused evolution, agile decision-making, ecosystem competitiveness, bold collaboration, and leading new industry standards — to navigate the evolving global landscape.

Driving Transformation Through Customer Focus

Executive Chair Chung opened by expressing gratitude to employees and customers, acknowledging 2025’s unprecedented business environment changes while thanking employees for their exceptional performance and customers for their continued trust. He noted that 2026 will bring both headwinds and opportunities as the global business landscape continues to evolve rapidly.

Chung emphasized continuous transformation driven by customer insights. “When conditions get tough and competition fierce, our greatest strength will be our ability to continuously evolve by staying close to our customers,” he said.

Specifically, he encouraged employees to take a moment and assess some fundamental questions: “Did we thoroughly reflect customers’ perspectives in our products? Did we ever compromise in the process of planning or development? Can we confidently speak of our quality in front of customers? Through these questions, we can look back upon ourselves squarely and strive for progress, thereby keeping ourselves resilient against any challenges,” he said.

Agile Decision-Making Through Direct Engagement

Executive Chair Chung welcomed transformation in work methods and leadership. “Leaders must step out into the field, engage directly with people, and understand the essence of situations firsthand,” he said.

He emphasized the importance of speed and clarity in organizational operations. “Above all, what matters most is fast and clear communication, and agile decision-making that is free from formality. Let us work more efficiently,” he said, highlighting that by fresh thinking of its approaches, the Group can continue to achieve innovation.

Building Competitive Advantage Through Ecosystem Strength

Executive Chair Chung reinforced the importance of ecosystem strength, noting that Group businesses such as vehicle and humanoid robot manufacturing each involve tens of thousands of components, requiring exceptional performance and quality across the entire production chain.

“The strength of our supply ecosystem directly amplifies our competitive advantage. Sustainable growth is possible only when the whole ecosystem stays healthy,” he said.

Bold Collaboration for AI-Driven Transformation

Executive Chair Chung emphasized that as AI technology rapidly develops and competitive dynamics shift, the global manufacturing industry is undergoing a major transition. He highlighted the need to advance through bold collaboration with diverse partners in navigating this AI-driven transformation.

“Looking at the automotive market alone, we’ve entered an era where core product competitiveness is determined by AI capabilities,” he noted. Chung emphasized that Hyundai Motor Group is rapidly building capabilities to compete at the highest level, leveraging world-class product design and manufacturing expertise, plus valuable data from manufacturing sites and user experiences.

He shared his strong belief in the Group’s competitiveness in the physical AI field and how this will continue to grow to serve customers. “We possess world-class capabilities in the design and manufacturing of physical products. If we envision a bigger future and boldly expand collaboration with various partners to broaden the industrial ecosystem, I am confident we will deliver greater value to customers,” he said.

Executive Roundtable Focuses on AI Integration and Strategic Execution

Following Executive Chair Chung’s remarks, an open roundtable discussion was held with key executives, including Group Vice Chair Jaehoon Chang, Hyundai Motor Company President and CEO José Muñoz, Kia Corporation President and CEO Ho Sung Song, Hyundai Mobis Co. President and CEO Gyu Suk Lee, and Hyundai Motor Group Presidents Luc Donckerwolke, Sung Kim, and Manfred Harrer. The session was moderated by Executive Vice President and Head of Corporate HR, Hae In Kim. The discussion, informed by an employee survey of more than 7,200 participants globally, addressed future readiness, technology development strategies, and organizational culture.

Executive Chair Chung elaborated on AI’s strategic importance, defining it not as plug-and-play technology but as a force fundamentally reshaping how companies and industries operate. He explained AI is the first technology in human history that can independently define problems and create new knowledge, emphasizing companies excelling in AI internalization will define the industry’s future.

He highlighted that as momentum shifts toward physical AI, Hyundai Motor Group’s data from vehicles, robots, and manufacturing processes becomes increasingly differentiated. “Our future hinges on whether we treat AI as a tool or adopt it as the engine of organizational evolution. The only way for us to sustain our position as a global leader in the years ahead is to embed AI into our organizational DNA, not borrowing it from the outside,” Executive Chair Chung said.

Reinforcing Digital Transformation, Robotics, and Hydrogen Leadership

Vice Chair Jaehoon Chang reinforced the Group’s commitment to digital transformation, emphasizing that the transformation to a software-driven mobility company is essential to its future success and industry leadership.

“I believe that what we have built so far in the unexplored realm of SDV will become a solid foundation for the future envisioned by Hyundai Motor Group. We are still in the stage of perfecting our developments, and we are steadily preparing to deploy SDV across various vehicle models,” he said.

He added that the collaboration framework with 42dot remains unchanged, and major development projects incorporating SDV technology will proceed as planned.

Regarding the Group’s robotics initiatives, Vice Chair Chang detailed progress in physical AI development. “Through our collaboration with Boston Dynamics, we are jointly advancing hardware and physical AI, combining world-class robotics R&D with manufacturing expertise,” he said. He noted that logistics robot Stretch and quadruped robot Spot are already gathering real usage data both inside and outside the Group, steadily improving their performance, safety, and cost competitiveness. Humanoid robot Atlas is expected to help people move away from hazardous environments and repetitive tasks, enabling them to focus on creative, high-value roles.

He also highlighted the Group’s comprehensive leadership across the hydrogen value chain. “Hydrogen serves as both an energy carrier and storage solution that complements renewable energy and enhances efficiency. Beyond hydrogen mobility, our Group is leading the entire value chain from production to storage and industrial applications,” Vice Chair Chang said, noting that the Group’s hydrogen achievements are gaining increasing global recognition.

Business Leaders Outline Growth Strategies and Technology Advancement

Hyundai Motor Company CEO José Muñoz outlined growth strategies, saying: “We are minimizing the tariff impact through our localization plans and supply chain restructuring, while continuing to strengthen the areas where we lead.”

Kia Corporation CEO Ho Sung Song highlighted ambitious targets for the year ahead. “Kia has established very ambitious plans with a growth target of over 6 percent this year,” he said, outlining plans to continue expansion of Kia’s PBV ecosystem, centered on the award-winning PV5, and launch volume models including the new Kia Telluride and Kia Seltos SUVs.

Hyundai Mobis Co. CEO Gyu Suk Lee outlined the company’s strategic role. “As Hyundai Motor Group’s core parts company, Hyundai Mobis will play a major role in stably supporting new architectures and the mass production and expanded deployment of SDV,” he said.

President and Head of Strategy and Planning Division Sung Kim addressed global risk management amid low-growth trends. He emphasized enhancing the ability to “anticipate and respond more quickly to global economic and geopolitical developments through sustained monitoring and closer coordination across the group,” adding that the company is working to turn challenges into opportunities for growth.

President and Head of R&D Division, Manfred Harrer provided updates on technology development. “Through the ‘SDV Pace Car’, we are proceeding with the establishment of a mass-production system and verification as originally planned. The tech capabilities secured through this process will be applied to next-generation models,” he said.

Executive Vice President and Head of Corporate HR, Hae In Kim emphasized organizational resilience. “It’s important we learn from experience and transform this into forward momentum. In that process, we must recognize each other’s differences and collaborate by combining our respective strengths,” she said.

President, Chief Creative Officer and Chief Design Officer Luc Donckerwolke encouraged bold innovation, stating that a challenge is “an opportunity to realize our dreams,” and added, “It is the time to reset, disrupt, and innovate.”

Leading New Industry Standards

Executive Chair Chung concluded by encouraging the Group to lead new industry and product standards, emphasizing the opportunity to build a future providing superior value and customer experiences.

Quoting Founding Chairman Ju-yung Chung’s philosophy — “If there is no path, find one. If you cannot find one, make one. As long as I do not think it is a failure, it cannot be a failure” — he inspired employees, noting the strongest force driving Hyundai Motor Group lies in the spirit of perseverance and drive to overcome challenges. “I invite you all to join this journey of transformation with passion and commitment,” he remarked.

He concluded the roundtable by stating, “I feel confident and energized because of this team, because of all of you. And as I mentioned earlier, the passion grows even more thanks to customers who recognize and love what we create. That makes me want to do even better, together.”

Hong Kong, Jan. 5, 2026 (GLOBE NEWSWIRE) — FTI Consulting, Inc. (NYSE: FCN) today announced further investment in its Forensic and Litigation Consulting segment in Asia with the appointment of Mavis Tan as a Senior Managing Director.

Ms. Tan specialises in forensic accounting, dispute support and investigations. She rejoins FTI Consulting in Hong Kong from Control Risks, where she led the firm’s forensic services practice for Greater China and North Asia. She will work closely with clients to address allegations involving accounting improprieties, conflicts of interest, misappropriation of assets and circumvention of regulations.

“We are thrilled to welcome Mavis back to FTI Consulting,” said Michael Cullen, Leader of Asia and Latin America for the Forensic and Litigation Consulting segment at FTI Consulting. “Her addition continues to enhance the leadership position we are building in the investigations market in Asia and the capabilities we have globally. That depth is unmatched, allowing us to help clients navigate crisis and opportunities in the region and around the world.”

Ms. Tan brings more than 20 years of experience as an accountant and has led high-profile and confidential internal and regulatory investigations in the Asia Pacific region. She has assisted high-net-worth individuals and listed multinational companies in responding to complex financial disputes and whistleblower allegations of fraud and corruption, including acting as an expert witness in civil and criminal proceedings.

Ms. Tan also has significant experience conducting forensic due diligence and risk assessments for substantial financial transactions and helping multinationals remediate internal control gaps after an investigation or acquisition.

“I am excited to rejoin FTI Consulting during this pivotal time of transformation and opportunity,” Ms. Tan said. “Renowned for its impact on high-stakes matters globally, FTI Consulting brings together exceptional experts, innovative technology and a culture of integrity to resolve complex financial disputes and uncover the truth. Working alongside industry leaders on headline investigations and disputes allows me to deliver precise, impartial and meaningful results for clients.”

The addition of Ms. Tan continues FTI Consulting’s investment in multidisciplinary expertise in forensic accounting, investigations, data analytics and regulatory compliance in Asia. Within the past six months, the firm has added Rosie Hawes, Andrew Macintosh and Martin Tupila in Singapore.

FTI Consulting’s Asia-based team of forensic accountants, financial experts, data analysts, technologists, statisticians, economists and business intelligence professionals analyse complex data and apply proven investigative and forensic accounting methods to support legal teams and act as independent investigators and experts.

About FTI Consulting
FTI Consulting, Inc. is a leading global expert firm for organizations facing crisis and transformation, with more than 8,100 employees located in 32 countries and territories as of September 30, 2025. In certain jurisdictions, FTI Consulting’s services are provided through distinct legal entities that are separately capitalized and independently managed. The Company generated $3.70 billion in revenues during fiscal year 2024. More information can be found at www.fticonsulting.com.

FTI Consulting, Inc. 
555 12^th Street NW
Washington, DC 20004
+1.202.312.9100

Investor Contact: Mollie Hawkes
+1.617.747.1791
mollie.hawkes@fticonsulting.com

Media Contact: Matthew Bashalany
+1.617.897.1545
matthew.bashalany@fticonsulting.com

Source: FTI Consulting, Inc.