Category: Business

Business news and market updates

  • A vacant South Philly Walgreens is set to become a supermarket

    A vacant South Philly Walgreens is set to become a supermarket

    South Philadelphia is set to get a new supermarket in early 2026.

    New York-based Met Fresh is on track to open its first Philly location in January inside the former Walgreens at Broad and Snyder Streets, said owner Omar Hamdan.

    The 13,000-square-foot supermarket will include a pharmacy, a fresh-cut produce department, and a deli counter, Hamdan said, and will offer free grocery and prescription delivery to area seniors. It is also applying for a license to sell beer and wine.

    The former Walgreens at 2014 S. Broad St., where Met Fresh’s first Philly location is set to open in early 2026, photographed on Wednesday.

    “We try to bring the human factor back into the market,” Hamdan said, adding that the company’s philosophy hearkens back to a simpler time: “That store owner who had the apron and was sweeping outside of his store, who said ‘good morning’ to everyone? That is what we do.”

    Met Foods, a family-owned company, has been operating markets in New York City for 15 years, Hamdan said. It currently has locations in the Bronx, Brooklyn, Queens, Staten Island, and northern New Jersey.

    When the South Philly grocer opens, it will mark Met Fresh’s first location outside the New York City area, Hamdan said.

    In 2019, Met Fresh had been in talks to move into a mixed-use development in Philadelphia’s Mantua section, but Hamdan said those plans fell through.

    Since then, Hamdan said they continued to look for potential Philadelphia locations. The store at 2014 S. Broad Street seemed like “a perfect fit,” he said, due to the area’s walkability, dense population, and a demand for more grocery stores and pharmacies.

    The “pharmacy” lettering is seen on a former Walgreens on South Broad Street, where Met Fresh plans to open a supermarket in early 2026 after “extensive” renovations, its owner said.

    From the Broad Street store, the nearest supermarket is seven-tenths of a mile away. As for chain pharmacies, the Walgreens closed last year, and a Rite Aid across the street shuttered this summer as the Philly-based company went out of business. So the nearest large drugstore is a CVS off Passyunk Avenue, also seven-tenths of a mile away.

    The Met Fresh will soon start hiring in South Philly, with Hamdan noting that his stores typically need 30 to 40 part- and full-time employees from the surrounding communities. The new location will open after “extensive” renovations, Hamdan said, and once the team gets ahold of refrigeration equipment, which has been impacted by tariffs on steel and aluminum.

    Hamdan said he’s excited for Philly consumers to be introduced to Met Fresh, calling the Broad Street spot “a test pilot to see how we do in the Philly market.”

  • 2025 Toyota Corolla: One way to stay under $30K

    2025 Toyota Corolla: One way to stay under $30K

    2025 Toyota Corolla FX vs. 2025 Buick Envista Avenir: Two options to avoid being spendy.

    This week: Toyota Corolla

    Price: $29,089 as tested. Convenience Package added blind-spot monitor and cross-traffic alert for $530; black roof, $500; and connected services trial, $325.

    Conventional wisdom: Motor Trend liked the “$27,785 base MSRP, cool black accents, and bigger, more readable screen”; on the down side, it was “not particularly quick,” the “engine drones,” and it’s a “dated cabin.”

    Marketer’s pitch: “Introduce fun to every day.”

    Reality: You’re going for the fun angle, Toyota? Really, now?

    What’s new: The Corolla adds a new FX model for 2025, which pays homage to the old FX16, something I’d never heard of before writing this. Still, I feel I can say with confidence, it doesn’t live up to that.

    Not so new: How thankful I am to have two small, inexpensive cars to test. They’re a rare treat among model lineups and even rarer among vehicles I get to test, and readers are clamoring for them. Manufacturers want to make money selling you expensive things we don’t really need.

    The Corolla is a sedan and the Envista is a crossover, so very different directions indeed.

    Competition: Honda Civic, Hyundai Venue, Hyundai Elantra, Kia Niro, Kia Soul, Mazda 3, Nissan Kicks, Subaru Impreza, Toyota Prius, to name just a few.

    Up to speed: The Corolla is not winning any races. The 2.0-liter four-cylinder engine creates 169 horsepower and gets to 60 mph in 8.2 seconds, according to Motor Trend.

    Still, I was pleased enough with most of the performance, though I was traveling solo through almost all of it. A packed car would suffer a bit of malaise under the extra strain.

    Shiftless: The continuously variable transmission in the Corolla saps power as much as any. The gearless setup offers infinite ratios in theory but in actuality some examples make hill-climbing and hard acceleration something you’d just rather avoid. The Corolla’s version sits about in the middle, not the worst or the best.

    On the road: The Corolla has never been anything like fun, although the XSE version gets close. The FX model doesn’t get there, though, although handling is small-car good. Still, you won’t confuse it with a Golf or Mazda3.

    Driver’s Seat: Sturgis Kid 1.0 once purchased a new Scion iM (the Corolla Hatchback before it was called that) based solely on the dreamy front seats. Every time I borrowed that car, I noted how comfortable it was.

    The Corolla FX tested had sport fabric-trimmed seats with orange stitching that matched that feel. They were soft but supportive seats and made all the Schuylkill Expressway stop-and-go feel lots better.

    The Corolla also benefits from the simple gauge setup that Toyota offers in its base models. Changing the screen to fit your needs is simple with the steering wheel controls.

    The interior of the 2025 Toyota Corolla adds a 10.5-inch infotainment screen, and the seats remain among the most comfortable among all sizes of vehicles, not just small cars.

    Friends and stuff: The rear seat is pretty good for a small car. Headroom is dear — my head doesn’t hit the ceiling but it’s close — while legroom and foot room are nice. The door requires care when getting in and out because it’s a bit of a squeeze.

    The middle seat passenger will be perched on a narrow cushion and a tall floor hump, and will be permitted to throw small food items at everyone else, or to at least choose the evening’s movie later.

    Cargo space is 13.1 cubic feet. The seat folds to create a pass-through.

    Play some tunes: The new 10.5-inch touchscreen helps with navigating through the sources and whatnot. But somewhere a designer is patting themselves on the back for the sleek control panel, which trades a volume dial for pushbutton -/+ system. Boo!

    The stereo offers pretty good playback, especially by Toyota standards, about an A- or B+.

    Keeping warm and cool: Kudos for the simplest controls I’ve seen in a long time — one dial for air speed, another for temperature, and silver buttons for everything else.

    Fuel economy: I averaged about 32 mpg in an unusual array of Mr. Driver’s Seat testing. A very stop-and-go round trip to Center City figured mightily into the week. Otherwise it was mostly highway and side roads.

    Where it’s built: Blue Springs, Miss.

    How it’s built: Consumer Reports predicts the Corolla reliability to be a 5 out of 5. (Like, duh.)

    Next week: Buick Envista Avenir

  • N.J. sues Amazon twice in three days over treatment of workers

    N.J. sues Amazon twice in three days over treatment of workers

    New Jersey officials have sued Amazon twice in three days, saying that the e-commerce giant has exploited delivery drivers and discriminated against warehouse workers who are pregnant or have disabilities.

    The first lawsuit, filed Monday, marked the Garden State’s latest move to dispute companies’ classification of drivers as independent contractors, not employees who are legally entitled to certain benefits and rights, including minimum wage, overtime pay, earned sick time, and family leave.

    At the heart of the latest suit are Amazon’s “Flex” drivers, who use their personal vehicles to deliver packages, according to court documents filed in Superior Court of Essex County.

    New Jersey Attorney General Matthew Platkin and Department of Labor and Workforce Development Commissioner Robert Asaro-Angelo began investigating after some Flex drivers applied for unemployment and disability benefits, toward which Amazon has not been contributing.

    “Amazon calls its drivers ‘Delivery Partners,’ but they are simply Amazon’s employees,” the complaint reads. “Drivers are workers who, in exchange for remuneration from Amazon, perform the discrete, repetitive work of picking up and delivering packages from Amazon’s warehouses, or other Amazon locations such as Whole Foods stores, to their final destinations — a necessary function for Amazon’s business operations. “

    Amazon spokesperson Mary Kate Paradiso said the lawsuit “is wrong on the facts and the law” and misrepresents how Flex works.

    “For nearly a decade, Amazon Flex has empowered independent delivery partners to choose delivery blocks that fit their schedules, giving them the freedom to decide when and where they work,” Paradiso said in a statement. “This flexibility is one of the main reasons many drivers say they enjoy the program.”

    Amazon advertises the Flex program as a way for people to make money on their own schedules. On the Flex website, Amazon says most drivers earn $18 to $25 an hour. A disclaimer underneath reads “actual earnings will depend on your location, any tips you receive, how long it takes you to complete your deliveries, and other factors.”

    A worker boxes up an order to be shipped at the Amazon Fulfillment Center in West Deptford in this 2019 file photo.

    Since at least 2017, thousands of Flex drivers have worked in New Jersey, according to state officials.

    “Amazon is taking advantage of Flex drivers and enriching its bottom line by failing to obey our labor laws and offloading its business expenses for the benefit of shareholders,” Platkin said in a statement.

    New Jersey is stricter than some other states when it comes to independent contractors, and outgoing Gov. Phil Murphy has made combating worker misclassification a priority of his administration.

    In a similar case, Lyft recently paid $19.4 million to the New Jersey Department of Labor & Workforce Development after it found the rideshare service had misclassified 100,000 drivers as independent contractors.

    In a separate lawsuit filed Wednesday, Platkin and the state’s Division on Civil Rights say that Amazon discriminated against pregnant workers and workers with disabilities, including by putting them on unpaid leave or firing them after they requested reasonable accommodations. The lawsuit was the result of a yearslong investigation into the working conditions of about 50,000 workers at dozens of Amazon warehouses across New Jersey.

    State officials said they found that sometimes workers’ accommodation requests were accepted, but then those workers were terminated for not meeting productivity goals.

    “Amazon has exploited pregnant workers and workers with disabilities in its New Jersey warehouses,” Platkin said. “In building a trillion-dollar business, Amazon has flagrantly violated their rights and ignored their well-being — all while it continues to profit off their labor.”

    An Amazon spokesperson did not respond Wednesday afternoon to a request for comment on the second lawsuit.

  • Massive Bucks data center spurs call to protect consumers from getting hit with power grid costs

    Massive Bucks data center spurs call to protect consumers from getting hit with power grid costs

    An independent monitor has asked federal officials to ensure consumers don’t get stuck with the bill if the electric grid can’t handle power needs of a massive data center planned for Bucks County.

    The monitor, Joseph Bowring, filed comments with the Federal Energy Regulatory Commission (FERC) last week, asking that a Sept. 23 transmission service agreement between Peco and Amazon Data Services be rejected.

    The agreement is regarding the 2 million-square-foot “digital infrastructure campus” Amazon plans for the Keystone Trade Center, an 1,800-acre property once owned by U.S. Steel, according to Falls Township. The data center, meant to handle computing needs of the wildly increasing demand for AI, has been heralded by Pennsylvania Gov. Josh Shapiro and the Trump administration.

    But Bowring, the independent market monitor for the region’s grid operator PJM, questioned the agreement, which is designed to protect power customers from economic risks associated with the cost of upgrading systems to handle the new load.

    In the agreement, Peco sought to ensure, among other things, that consumers don’t get stuck with the bill for grid upgrades if Amazon never builds the data center.

    However, Bowring said that the agreement does not “address the key question of whether there is sufficient capacity to serve the identified large new data center load without imposing significant and unacceptable reliability- and capacity-related cost impacts on all PJM customers.”

    He’s not alone in concerns about the cost data centers could impose on homeowners and other power customers. Many have already seen utility bills rise rapidly in the past few months.

    PJM, Peco, and the grid

    Montgomery County-based PJM manages the electric grid for all or parts of 13 states and the District of Columbia. PJM is responsible for maintaining grid reliability, coordinating electric flow, and assessing capacity. It is the largest regional transmission organization in the U.S.

    The data center lies in Peco’s service territory within the PJM grid.

    The capacity and reliability of electrical grids across the United States has emerged as a major issue as data centers rush to go online.

    David Mills, chair of the PJM Board of Managers, wrote in an August letter to stakeholders that PJM is forecasting peak load growth of 32 gigawatts by 2030. Of that, 30 gigawatts is projected to come from data centers.

    Grid operators and power companies like Peco are scrambling to evaluate whether they can provide continuous electricity with the massive new loads without expensive upgrades such as new transmission lines and substations — costs that advocates fear will be passed onto consumers.

    Map produced by the National Resources Defense Council estimates electricity capacity costs to utility companies based on PJM forecasts through 2032.

    Protecting consumers

    Making sure power consumers don’t get stuck with the cost of upgrades has been a key point of consumer advocates.

    Bowring wrote that while the agreement does include some important provisions to protect energy customers from risk, it does not go far enough.

    “The Market Monitor recommends that the agreement not be approved unless Peco can demonstrate that the referenced new data center load can be served reliably and economically,” Bowring wrote to FERC.

    The Falls Township data center is one of two big projects Amazon has planned in Pennsylvania, Shapiro announced in June.

    The company plans to invest at least $20 billion in the construction of data center complexes in Pennsylvania, in what officials called the largest private-sector investment in the state’s history. The second complex would be built alongside a nuclear power plant in Luzerne County.

    Both would require enormous amounts of power.

    For example, FERC has already rejected one Amazon “behind-the-meter” power connection of 480 megawatts for the Luzerne County data center. That’s more power than is consumed by some small cities.

    Bowring addressed the data centers during a summit on PJM at the National Constitution Center in September that was attended by multiple governors, including Shapiro.

    “PJM has a problem: Capacity,” Bowring said at the summit. “There’s no extra capacity, and there’s lots of data centers that want to join. … It cannot be handled by the market as it exists.”

    PJM has said it does not have the authority to deny the interconnection of new data center loads even if it does not have the capacity. Bowring disagrees but is asking FERC to clarify the matter.

    Peco’s ‘extensive planning’

    Greg Smore, a Peco spokesperson, said the utility is working with Amazon.

    “We have done extensive planning to ensure we can deliver the energy needed to power this data center through our transmission and distribution system,” Smore said. “That data center, like any other large customer, is responsible for procuring electric supply, through an energy supplier or the existing PJM energy market.”

    Smore said that knowing there’s “an adequate supply of energy to serve all our customers at a reasonable price is a real concern.”

    So Peco, which is owned by Exelon, is working with stakeholders, he said, to add more generation to the grid while ensuring reliability and help address rising energy supply costs.

    He said the agreement with Amazon “protects all customers in Southeastern Pennsylvania from bearing greater transmission service costs if the data center does not make the sizable contribution to our system costs that would be expected.”

    Advocates fear costs to public

    The nonprofit Natural Resources Defense Council (NRDC), an environmental advocacy group, estimates Peco could pay $9.1 billion in costs by 2033 related to the need for greater capacity.

    “The projected demand from data centers is vastly outstripping the amount of new supply in PJM,” said Claire Lang-Ree, an advocate with NRDC.

    “It will cause power bills to rise and stay high for the coming decade, mainly through capacity cost increases,” Lang-Ree said.

    The NRDC estimates cumulative costs could result in a $70 monthly rise in average electric bills in coming years across the PJM grid.

    In addition, she said it would lead to a decline in reliability and an increased risk of blackouts for the general public. And, she said, the power demand could undermine states’ clean energy and air quality goals.

    “It’s really hard to overstate what’s at stake here,” Lang-Ree said.

    Clara Summers of Consumers for a Better Grid, a nonprofit watchdog, said states should impose tariffs to be paid by data centers to support the large power loads they require and ensure that costs of new utility infrastructure doesn’t fall unfairly on consumers. And data centers should provide their own electric supply.

    Summers likened not taking action to allowing the wealthiest acquaintances at a restaurant gathering to order the most expensive food, then, “dining and dashing.”

    “Unless something is done, everyday people will be left holding the check for some of the wealthiest companies in the world, and that’s unacceptable,” Summers said.

    This story has been updated to reflect comments from Peco.

  • Health insurance sticker shock begins as shutdown battle over subsidies rages

    Health insurance sticker shock begins as shutdown battle over subsidies rages

    Millions of Americans are already seeing their health insurance costs soar for 2026 as Congress remains deadlocked over extending covid-era subsidies for premiums.

    The bitter fight sparked a government shutdown at the start of October. Democrats refuse to vote on government-funding legislation unless it extends the subsidies, while Republicans insist on separate negotiations after reopening the government. Now lawmakers face greater pressure to act as Americans who buy insurance through the Affordable Care Act are seeing, or about to see, the consequences of enhanced subsidies expiring at the end of the year.

    Healthcare.gov — the federal website used by 28 states — is expected to post plan offerings early next week ahead of the start of open enrollment in November. But window shopping has already begun in most of the 22 states that run their own marketplaces, offering a preview of the sticker shock to come.

    Premiums nationwide are set to rise by 18 percent on average, according to an analysis of preliminary rate filings by the nonpartisan health policy group KFF. That, combined with the loss of extra subsidies, have left Americans with the worst year-over-year price hikes in the 12 years since the marketplaces launched.

    Nationally, the average marketplace consumer will pay $1,904 in annual premiums next year, up from $888 in 2025, according to KFF.

    The situation is particularly acute in Georgia, which recorded the second-highest enrollment of any state-run marketplace this year and posted prices for 2026 earlier in October. About 96 percent of marketplace enrollees in Georgia received subsidies this year, according to the Center on Budget and Policy Priorities, a liberal think tank that supports extending the subsidies.

    Now Georgians browsing the state website are seeing estimated monthly costs double or even triple, depending on their incomes, as lower subsidy thresholds resume.

    “We have people saying they will have to choose between their monthly premiums and mortgage,” said Natasha Taylor, deputy director of Georgia Watch, a consumer advocacy group.

    For example, a family of four earning $82,000 a year in Georgia could see their annual premium double to around $7,000 for a plan with midrange coverage, according to a CBPP analysis. If that family earned at least $130,000, they would have to pay the full cost of the annual premium, about $24,000 instead of $11,000.

    It’s a similar story in other states, where people in higher income tiers will see especially big premium increases as they become ineligible for subsidies. A 60-year-old couple earning $85,000 may have to pay $31,000 for a plan in Kentucky, $28,000 for a plan in Oregon and $44,000 for a plan in Vermont, according to CBPP.

    If Congress doesn’t extend the extra subsidies, Georgia could lose around 340,000 people from its 1.5 million-person marketplace, according to an estimate by nonpartisan advocacy group Georgians for a Healthy Future.

    The enhanced subsidies had fully covered monthly premiums for millions of lower-income people in the marketplaces. Many of them will have to start kicking in some of their own money starting Jan. 1, while people with higher incomes will see their monthly subsidies shrink. People earning more than 400 percent of the federal poverty line will no longer be eligible for subsidies at all.

    The political fallout in Georgia has already begun to reverberate. Rep. Marjorie Taylor Greene (R-Georgia) broke with her party to demand an extension of subsidies, noting her adult children’s premiums are set to double. Greene’s office didn’t respond to a request for comment.

    Sen. Jon Ossoff, considered the most vulnerable Democratic incumbent in next year’s midterms, has seized on the issue of rising premiums. An Ossoff spokesman said the senator wants the subsidies extended, pointing to polling showing a majority of Georgians feel the same.

    Republican Gov. Brian Kemp, who championed the state’s marketplace, didn’t respond to a request for comment.

    Atlanta resident Jody Fieulleteau, 31, said she has been paying $160 a month for a subsidized plan on Georgia’s marketplace. She makes about $40,000 a year styling hair and providing behavioral therapy. She has yet to complete an application to see quotes for plans next year, but her monthly premium is likely to nearly double based on her age, income and Zip code.

    Fieulleteau said she rushed to schedule a surgery next week for a problem related to menstruation because she’s concerned about having insurance.

    “I’m feeling like I need to get everything done this year because I don’t know what next year is going to look like,” she said in a phone interview.

    Taylor, of Georgia Watch, said she finds that consumers often don’t understand that their plans are subsidized, which makes it difficult to explain that the pricey plans they see now could become cheaper if Congress votes to extend the subsidies.

    “For your average consumer, they look at the bottom line. What’s my out-of-pocket max,” Taylor said. “I don’t think they’re looking at the minutiae of why their premium is what it is.”

    The rising insurance costs highlight the political difficulties faced by Washington lawmakers.

    The Congressional Budget Office, the legislature’s nonpartisan bookkeeper, has estimated nearly 4 million fewer people will have marketplace plans a decade from now if the extra subsidies expire.

    Republicans say the premium assistance — intended to help people be insured during the coronavirus pandemic — are just a Band-Aid for a failure of the Affordable Care Act to rein in the costs of plans. They also say the subsidies were so generous they incentivized fraud, pointing to a CBO estimate that 2.3 million enrollees improperly claimed a subsidy this year.

    But 13 House Republicans who face competitive reelection campaigns next year wrote to House Speaker Mike Johnson (R-Louisiana) on Tuesday asking him to consider extending premium assistance.

    “Millions of Americans are facing drastic premium increases due to shortsighted Democratic policymaking,” they wrote. “While we did not create this crisis, we now have both the responsibility and the opportunity to address it.”

    Sen. Patty Murray (D-Washington) said in a news conference that she heard from families whose premiums are doubling as window shopping started in her state Tuesday. She said she heard similar stories from Idaho and Montana, noting most people who rely on premium assistance live in red states.

    “Families are logging on, looking for health coverage for next year, and coming face to face with massive price hikes because Republicans downright refuse to work with us to do something about it,” Murray said.

    Insurers have partially blamed the premium hikes on the expiration of the subsidies, saying they’ll cause healthy people to drop coverage, leaving a sicker, more expensive pool of customers behind. Insurers have also cited higher drug and hospital prices, expensive weight-loss drugs and medical inflation as reasons for raising premiums.

    But if Congress acts to extend the subsidies, even after open enrollment begins Nov. 1, some plans may be willing to lower premiums, said David Merritt, senior vice president of external affairs at the Blue Cross Blue Shield Association, whose member plans are sold in all marketplaces. Adjusting rates lower would get more complicated after Dec. 31, he said.

    Even if Congress does extend the subsidies, consumer advocates say damage has already been done.

    Many people will visit the insurance marketplaces and decide to forgo coverage after seeing pricey 2026 plans, they said, and not revisit their decision even if subsidies are restored.

  • As Trump limits federal college loans, a new private lender specializes in lending to families desperate for a student to graduate

    As Trump limits federal college loans, a new private lender specializes in lending to families desperate for a student to graduate

    Colleges and universities expect the Trump administration’s new limits on government-backed student loans will drive more families to higher-cost private lenders. John Witter, CEO of industry leader Sallie Mae, expects his company will attract around $5 billion in new private loans, thanks to lifetime limits on taxpayer-backed student borrowing in President Donald Trump’s Big Beautiful Bill.

    Investors, meanwhile, are betting that private college loans will balloon under the Trump rules. But less than half of families who apply qualify for mainstream lenders’ private student loans.

    So a group of executives who used to work at Sallie Mae, which is based in Wilmington, have organized a start-up company, GradBridge, to make loans at higher interest rates to students who max out on scholarships and government loans but still hope to finish college or graduate school.

    On Wednesday, GradBridge said it had raised $20 million to speed its growth before the new loan limits begin next summer.

    The money was raised from private investors led by Acorn Investment Partners, which is managed by Los Angeles-based Oaktree Capital Management. Oaktree’s investors include the Pennsylvania public schoolteachers’ (PSERS) and state workers’ (SERS) pension funds.

    GradBridge will be a “second-look” lender for families turned down by mainstream private college lenders, said Jen O’Donald, GradBridge founder and CEO.

    O’Donald, who lives in Chester County, is a former head of products for Sallie Mae and the mother of two college students. Her top lieutenants include chief financial officer Brian Carp and chief operations officer Lisa Kaplan, also Sallie Mae veterans. Advisers include Sallie Mae Bank’s former president, Paul Thome, and former chief credit officer Dan Hill.

    After Trump’s election last year, O’Donald said, she and former colleagues reviewed the “massive disruption” the Trump platform promised in college financing and looked for business opportunities.

    Even if only some of the changes were enacted, “only about 35% to 45% of private college loans get approved,” and many students’ families are not able to get a private student loan after they have exhausted federal grant and loan programs, she said in an interview.

    With the lifetime limits on student loans enacted by the Trump administration, O’Donald sees an “overwhelming shift” away from government programs to private loans over the next few years, as students grandfathered under earlier programs graduate and new students borrow up to the new program limits.

    GradBridge expects to get referrals from colleges and mainstream lenders of borrowers who don’t fit the high-end ability-to-pay profile.

    While mainstream lenders could charge an annual interest rate from the mid-single digits to as much as 18% a year, GradBridge might charge less-bankworthy borrowers an additional 3% or 4% on top of the mainstream rate, driving monthly payment up by $30 or $40 for every $10,000 owed.

    O’Donald said GradBridge offers an alternative to “credit cards, personal loans, parents’ 401(k) accounts, home equity loans” and other costly alternatives families use to help their children stay in college.

    Federal student loans are made to applicants who apply to government-approved, mostly four-year colleges, without the kind of traditional loan underwriting used to evaluate if borrowers are likely to repay home, auto, or small-business loans.

    Not surprisingly, those student loans suffer a high loss rate, the justification lenders used to get the government to agree to prevent federal student loan debtors from having their loans discharged in bankruptcy.

    But private lenders like Sallie Mae and GradBridge consider family income and other factors that affect whether the loan will likely be paid, O’Donald said.

    Most private college loans require adult cosigners. Because they rely mostly on family income to ensure they get paid back, lenders typically don’t worry about what majors or graduate degrees a borrower pursues, she added.

    “GradBridge’s approach addresses a real market gap” for students who “fall just outside of traditional credit underwriting models,” Yadin Rozov, Acorn’s chief investment officer, said in a statement.

    GradBridge employs around half a dozen people. It plans to increase to around 30 by 2027.

    O’Donald said the Wilmington area is a national center for student lending and a good place to hire for a loan start-up.

    Besides Sallie Mae, it is home to College Avenue, another student lender founded by Sallie Mae veterans; Navient, a student-loan servicing company; and other consumer payment companies.

    With college enrollments flat or declining, O’Donald said schools are eager to forge ties with private lenders.

    “The first big impact will be next summer,“ she said. ”It will take a few years before the full impact will be seen, but schools are starting to be concerned about how they will keep kids enrolled.”

  • How three Philadelphia-area health systems changed accounting practices and boosted profits

    How three Philadelphia-area health systems changed accounting practices and boosted profits

    Amid persistently higher costs, three Philadelphia-area health systems have cut expenses over the last two years by changing how they account for investments in facilities and equipment. The change significantly boosted operating income in all three cases.

    ChristianaCare and Main Line Health are now spreading the cost of buildings and building improvements over as many as 80 years, they said in their fiscal 2025 audited financial statements. That is double the maximum number of years they previously used to calculate what accountants call depreciation expense. Thomas Jefferson University made a similar change last year.

    All three health systems use PricewaterhouseCoopers LLP as their auditor. The firm, which did not respond to a request for comment, also has Philadelphia health-system clients that have not extended their depreciation schedules.

    The term depreciation expense refers to the way hospitals and other businesses allocate the cost of a building, a piece of equipment such as an MRI machine, or even software to manage patient records across the number of years the asset is likely to be used.

    It’s a noncash expense because the money used to make the purchase is recorded elsewhere in the financial statements. Several financial and accounting experts said the change could be seen as cosmetic.

    “It’s not affecting operations. It’s not increasing their revenues. It’s not decreasing their cash expenditures. It is purely a bookkeeping entry,” said Steven Balsam, a professor of accounting at Temple University’s Fox School of Business.

    Main Line Health

    At Main Line, the extended depreciation schedule reduced the expense by an estimated $37.5 million. That helped the system achieve a small, $4 million operating profit for the first time since fiscal 2021, when federal COVID-19 aid buoyed hospitals.

    Without the depreciation savings, Main Line would have had an operating loss of $33.5 million in the year that ended June 30, compared to a $61 million operating loss in fiscal 2024.

    Asked for comment, Main Line’s chief financial officer Leigh Ehrlich noted that the system’s financial performance had improved, thanks to “increased patient volumes and continued focus on expense management.”

    Excluding noncash depreciation and amortization in each of the last two years, Main Line’s operating income improved to $127.8 million from $96.7 million.

    ChristianaCare

    ChristianaCare reviewed the depreciation schedules of fixed assets “as part of our ongoing commitment to maintain accurate and reliable financial reporting,” the nonprofit’s chief financial officer Rob McMurray said in an email. The result was a $24.4 million reduction in depreciation expense.

    The review also resulted in a $9 million write-off of unspecified assets, which meant that in fiscal 2025 the benefit to operating income was $15 million, McMurray said.

    ChristianaCare’s operating income in the year that ended June 30 was $35.5 million, or $20.5 million without the accounting change. The organization had $126.2 million in operating income in fiscal 2024.

    Thomas Jefferson University

    Last year, Thomas Jefferson University opened its $762 million Honickman Center in Philadelphia. Normally, taking a building like that into service would increase depreciation expense.

    Instead, Jefferson’s depreciation expense fell by $68 million, according to its audited financial statement for the year that ended June 30, 2024. The decline happened after Jefferson opted to spread the cost of all buildings and building improvements over as many as 70 years, according to the depreciation schedule in its financial statement.

    Even with the depreciation change, Jefferson’s operating income in fiscal 2024 was extremely narrow, at $1.34 million on nearly $10 billion in revenue that year.

    The benefit of lower depreciation expense continued in fiscal 2025, as it will in future years for ChristianaCare and Main Line.

    Depreciation expense at other local systems

    Most Philadelphia-area health systems use a schedule for depreciating buildings and building improvements that maxes out at 40 years, an Inquirer review of financial statements found.

    “You’re constantly modernizing your facilities to allow for the delivery of medicine based on current times,” Temple University Health System chief financial officer Jerry Oetzel said in an interview. “Who knows 15 years from now? We don’t have clear insight, but it’s probably going to be more home care.”

    That’s why Temple hasn’t adopted a longer depreciation schedule. “It’s just a savings in operating expenses without the benefit of any cash behind it,” Oetzel said.

    Editor’s note: This article has been updated to remove a reference to American Hospital Association guidelines.

  • What to know about the Amazon cloud outage

    What to know about the Amazon cloud outage

    A massive internet outage stemming from errors in Amazon cloud services on Monday demonstrated just how many people rely on the corporate behemoth’s computational infrastructure every day — and laid bare the vulnerabilities of an increasingly concentrated system.

    But despite its omnipresence, most users don’t know what — or where — the cloud is.

    Here is what to know about the data centers in Northern Virginia where the outage originated, and what the malfunction reveals about a rapidly evolving industry.

    Renting internet infrastructure

    Cloud computing is a technology that allows companies to remotely access massive computing equipment and services without having to purchase and maintain physical infrastructure.

    In other words, businesses ranging from Snapchat to McDonald’s essentially rent Amazon’s physical infrastructure located in places all around the world to operate their own websites. Instead of building expensive computing systems in-house, companies rely on Amazon to store data, develop and test software, and deliver applications.

    Amazon is the leading provider of cloud infrastructure and platform services, constituting over 41% of the market, according to market research group Gartner. Google and Microsoft are the next biggest competitors.

    Biggest and oldest hub

    Although the cloud sounds like an abstract, formless entity, its physical location matters: Proximity to cloud data centers determines how quickly users can access internet platforms.

    Amazon Web Services has just four cloud computing hubs in the United States, according to their website. Those are strategically spread out in California, Ohio, Virginia, and Oregon to deliver fast services to users across the country.

    A user’s distance from the hub affects how quickly they can access platforms.

    “If you’re waiting a minute to use an application, you’re not going to use it again,” said Amro Al-Said Ahmad, a lecturer in computer science at Keele University in England.

    The region in Northern Virginia where Monday’s problems originated is the biggest and oldest cloud hub in the country.

    In fact, the Virginia cluster known as US-East-1 region is responsible for “orders of magnitude” more data than its nearest cluster in Ohio, or even its big West Coast hubs, said Doug Madory, director of internet analysis at Kentik. The idea of a big cloud provider like Amazon is that organizations can split their workloads across multiple regions, so it doesn’t matter as much if one fails, but “the reality is it’s all very concentrated,” Madory said.

    “For a lot of people, if you’re going to use AWS, you’re going to use US-East-1 regardless of where you are on Planet Earth,” Madory said. “We have this incredible concentration of IT services that are hosted out of one region by one cloud provider, for the world, and that presents a fragility for modern society and the modern economy.”

    More than 100 warehouses

    The servers aren’t located in just one building.

    Amazon has “well over 100” of the sprawling computing warehouses in Virginia, mostly in the exurbs at the edge of the Washington metropolitan area, said Gartner analyst Lydia Leong.

    Leong said one reason why it’s Amazon’s “single-most popular region” is that it is increasingly becoming a hub for handling artificial intelligence workloads. The growing usage of chatbots, image generators, and other generative AI tools has spiked demand for computing power and led to a construction boom of new data center complexes around the U.S. and world.

    A report Monday from TD Cowen said that the leading cloud computing providers leased a “staggering” amount of U.S. data center capacity in the third fiscal quarter of this year, amounting to more than 7.4 gigawatts of energy, more than all of last year combined.

    Cloud service perils

    The outage, which some analysts are calling Amazon’s worst since 2021, reminded the world of the perils of depending on a handful of cloud companies to deliver crucial computing and internet services. Outages like Monday’s strike at a core premise of the cloud: that a centralized operation full of sharp engineers will keep servers running better and more efficiently than individual companies’ own staff.

    The breakdown occurred at a challenging moment for the Amazon Web Services cloud unit, which has long touted reliability and accountability as a core piece of its pitch to customers. Sales growth has slowed, and AWS has struggled to keep up as its two biggest rivals, Microsoft Corp. and Alphabet Inc.’s Google, grab new business selling artificial intelligence tools.

    AWS remains the world’s largest cloud provider and is hardly the first to suffer an outage. Moreover, it’s not easy for customers to jump ship, especially given the current capacity crunch at data centers. Still, in recent years, some companies have sought to reduce their reliance on a single cloud provider.

    “The outage will likely fuel customers wanting to spread their infrastructure between multiple clouds, which could be a positive for smaller vendors like Google,” said Bloomberg Intelligence analyst Anurag Rana. Still, he said, it’s unlikely to result in any meaningful market share loss for Amazon due to the difficulty of shifting work between clouds and industrywide capacity constraints.

    Bloomberg contributed to this article.

  • Cherry Hill’s new PGA Tour Superstore is set to open. Here is a look inside.

    Cherry Hill’s new PGA Tour Superstore is set to open. Here is a look inside.

    Clearing a golf ball past the 250-yard mark into the sunlit fairway of California’s Titleist Performance Institute is getting easier for a whole lot of people in the region.

    All they have to do is stop by the virtual golf simulators at Cherry Hill’s PGA Tour Superstore. The Georgia-based chain is opening store No. 80 in South Jersey. It already has an outlet in the Metroplex Mall in Plymouth Meeting, and is looking to expand to Ocean Township, N.J., soon.

    The company has undergone a significant growth spurt in the last six years with new brick-and-mortar locations and a 200% jump in e-commerce, a company spokesperson said.

    The sprawling 40,000-square-foot superstore in Cherry Hill will open at 9 a.m. Saturday with $30,000 worth of giveaways, including a full set of iron golf clubs to the first two customers.

    It will house dozens of aisles of the latest golf clubs, balls, apparel, and other gear, among six practice and play hitting bays, virtual golf simulation stations, and an expert club fitting area. Store sales manager Lexi Humbert, a golfer of 16 years, said she added 10 yards to her drive after a new club head suggestion.

    Store general manager Lisa-Jo Donnelly reacts as she sinks a putt on the practice green at the PGA Superstore.

    The real draw is the golf simulation bay, where customers can cycle through world-famous golf courses projected onto a screen, and drive balls nearly 100 mph into them, receiving analytics on each swing.

    The putting green is lined with the most popular putters from classics like Taylor Made Spiders and Scotty Cameron Phantoms to the fresh lineup of L.A.B. brand putters. Golfers can explore clubs and then test them out in the golf simulation bays, or get hands-on fittings with the experts. Regripping and repair services are available, too.

    Golf, historically associated with wealthier, white men, is a growing sport — especially “off-course golf.” It was made popular by TopGolf — a trend PGA Tour Superstore hopes to capitalize on with recurring Saturday events, inviting youth groups (like First Tee) in for lessons, and providing a social space for those looking to get some swings in outside of the green.

    “The average golfer is now down to their early 40s‚” said the store’s general manager, Lisa-Jo Donnelly. The goal is to create a space that will become part of the Cherry Hill golfing community, within a region that is home to 70 courses and a local high school team that likes bringing home trophies, she said.

    The store has an expansive women’s and juniors’ sections. Humbert, who said she has been to golf stores all over the country, said the selections will be refreshing for many, as stores tend to skimp on women’s and junior equipment.

    “When I go to other stores, I already know that I’m not going to have nearly the selection that I need. I always get frustrated,” Humbert said. “The biggest thing for me is for those just wanting to get into golf and see a PGA shirt at other places for $150, whereas here you can go into the back of the store and find something for $20 to $30.”

    Store sales manager Lexi Humbert reacts after a great drive on a virtual golf simulation at the PGA Superstore.

    Saturday’s opening day is likely to lure hundreds to the store for giveaways, but they may have to contend with the dozens of people who will camp out for days to be first.

    “These opening giveaways are so popular that we had, for quite a few openings, the same person in the front of the line. He was traveling around the country and getting there first,” Donnelly said.

    The store will provide campers with pizza on Friday night and coffee and Krispy Kreme doughnuts on Saturday. The new PGA Tour Superstore CEO, Troy Rice, and Cherry Hill Mayor David Fleisher will also be in attendance Saturday, alongside members of the township council.

    📅 Opening Oct. 25, at 9 a.m.📍2232 N.J. Route 70, Suite C, Cherry Hill Township, N.J. 08002, 🕒 Monday to Friday 10 a.m. to 8 p.m., Saturday 9 a.m. to 8 p.m., Sunday 10 a.m. to 6 p.m. 🌐 pgatoursuperstore.com

  • Warner Bros. Discovery confirms it has received buyout interest and is considering its options

    Warner Bros. Discovery confirms it has received buyout interest and is considering its options

    NEW YORK — Warner Bros. Discovery — the home of HBO, CNN and DC Studios — has signaled that it may be open to selling all or parts of its business, just months after announcing plans to split into two companies.

    In an announcement Tuesday, the entertainment and media giant said it had initiated a review of “strategic alternatives” in light of “unsolicited interest” it had received from multiple parties, for both the entire company and Warner Bros. specifically.

    Warner Bros. Discovery did not specify where that interest was coming from, and a spokesperson said the company couldn’t share additional information when reached by The Associated Press. But its review arrives after growing reports of a potential bidding war — including from Skydance-owned Paramount, which closed its own $8 billion merger in early August.

    Citing anonymous sources familiar with the matter, The Wall Street Journal recently reported that Paramount approached Warner Bros. Discovery about a majority-cash offer in late September — but that Warner Chief Executive David Zaslav had rebuffed those first overtures. According to the outlet, Paramount Skydance CEO David Ellison later considered taking a more aggressive approach, such as going directly to shareholders.

    CNBC has also reported that Netflix and Comcast are among other interested parties, citing unnamed sources. Comcast declined to comment Tuesday. Paramount and Netflix did not immediately respond to the AP’s requests for statements.

    If a sale of all or part of Warner Bros. Discovery arrives, it would mark a considerable shift in the U.S. media landscape that is “already trending towards a concerning level of consolidation,” said Mike Proulx, a VP research director at Forrester.

    He pointed to the streaming space in particular — noting that, on one hand, a potential transaction could help scale the company’s streamers to better compete with other platforms. But on the other hand, consumers could see fewer choices controlled by just a handful of corporate giants.

    “When just a few conglomerates, like Skydance, increasingly control the lion’s share of some of the most popular platforms, it raises all sorts of questions around the future of content diversity and expression,” Proulx said over email Tuesday. “Bigger is better might be good for shareholders but will consumers ultimately benefit with better quality content, lower prices, and accessibility?”

    Still, he added, much of that will depend on if a sale happens and who ends up buying Warner Bros. Discovery.

    Back in June, Warner Bros. Discovery outlined plans to split its cable and streaming offerings — with HBO, HBO Max, as well as Warner Bros. Television, Warner Bros. Motion Picture Group, DC Studios, to become part of a new streaming and studios company; while networks like CNN, Discovery and TNT Sports and digital products such as the Discovery+ streaming service and Bleacher Report would make up a separate cable counterpart.

    Warner expected the split to be complete by mid-2026 — and said Tuesday that continuing to advance this separation was still among the options it’s considering.

    “We took the bold step of preparing to separate the Company into two distinct, leading media companies, Warner Bros. and Discovery Global, because we strongly believed this was the best path forward,” Zaslav said in a statement. Still, he added, “it’s no surprise that the significant value of our portfolio is receiving increased recognition by others in the market.”

    The company said that there’s no definite timeline for its review process — and noted that, beyond the separation that is already underway, “there can be no assurance” that a transaction will emerge.

    Shares of Warner Bros. Discovery, headquarted in New York, were up nearly 10% by Tuesday afternoon trading.

    Warner Bros. Discovery was created just three years ago when AT&T spun off WarnerMedia, which was merged with Discovery Communications in a $43 billion deal. An even bigger transaction could attract antitrust scrutiny — but like other recent mega-mergers and proposed transactions, could find success under the Trump administration.