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In conclusion, Real Madrid's decision to sell the French star for 80 million euros represents a bold step towards rejuvenating their squad and ushering in a new era of success. As the transfer rumors swirl and negotiations heat up, one thing remains certain - the footballing world will be watching closely as this blockbuster deal unfolds, shaping the future of both the player and the club in equal measure.The issue came to light after several patients filed complaints with local authorities about the clinic's marketing tactics. One patient claimed that the clinic had promised a painless procedure with guaranteed results, only to experience significant discomfort during the treatment and no improvement in their condition afterward. Another patient alleged that the clinic had falsely claimed that their staff members were specialists in a particular field when they were not properly certified.Nearly five years ago, most office workers in Canada went home to work. Office life as we knew it vanished in a pandemic instant. Remarkably, most of these workers didn’t skip a beat. Most people liked the flexibility and the work got done – comfortably from home. Now many employers want people to come back to the office. Some make it a requirement on set days, others let employees make their own schedules, but most have settled on some kind of hybrid in-person and remote work model. But many employees don’t want to go back, citing long commutes, traffic, crowded or inconvenient public transit, expensive parking and the impact on the environment. Plus, remote workers who moved far away just don’t see the point of coming in at all. However, recent studies, such as one led by Stanford economist Nicholas Bloom, report that fully remote work reduces productivity by 10 to 20 per cent , while hybrid work benefits companies and employees . Without an in-person requirement, employers are concerned about losing out on productivity, communication, creativity and a strong company culture. So, what works and how can employers make people feel good about commuting and coming into the office again? Linda Duxbury, the Chancellor’s professor of management at the Sprott School of Business at Carleton University in Ottawa, says the key is to intentionally design the in-office experience, rather than just requiring people to show up without a clear purpose or plan. “One of the reasons people like coming into the office is to socialize with their colleagues – they enjoy the informality, team activities and discussions,” says Prof. Duxbury. “If employers want happier employees, then they have to manage the in-person days better than many do.” “Right now, it’s a dog’s breakfast. It can’t be just random, with people coming in and then spending all their time on video calls with co-workers who are at home. What works is requiring whole teams to come in on certain days to do activities that can’t be done remotely, maximizing collaboration, team building, coaching, mentoring, training and development.” At Universities Canada, a non-profit organization representing Canadian universities, all 108 full-time employees are required to work in-person for two days a week. Shortly after Gabriel Miller, president and chief executive officer, joined last June, the organization moved into new headquarters in downtown Ottawa, designed after surveying employees about what they wanted in their work environment. “The office has been thoughtfully designed with people in mind,” says Mr. Miller. “When you enter, there’s an open gathering space that connects to a big kitchen, where people can stop by for coffee or to eat lunch with everybody from the most senior employees to university interns.” “The office is full of green plants, which really humanizes the space and helps people feel at home. There’s a variety of work settings so people can choose what best suits their needs and a mix of meeting rooms equipped with seamless technology so it’s easy for people to access information, but also connect to people who aren’t present. What this office says to our people is that in every possible way, we want to support you being together as a team.” To minimize commuting woes, the new office is centrally located and well served by transit and includes lockers for employees who cycle to work. “We need to provide as many sustainable options as we can,” he says. “Being located in a place that our employees can get to with minimal inconvenience, whether by car, bike, bus or on foot is key. So far we’ve only allowed people to work remotely on a temporary basis, but overwhelmingly, we’ve held the line on [a minimum of two in-person days a week]. If you start chipping away at it, one person or project at a time, people would soon begin to doubt our commitment.” When people are together in the office, he stresses it’s important to have opportunities for them to connect and collaborate in ways that wouldn’t be possible to do from home. “I really believe you need to balance remote and in-person work to maintain productivity and relationships,” he says. “If you think back on your career, a lot of what we learned was the result of encounters and relationships that we built organically with the people around us. Especially for young people, in-person interactions are critical for mentorship and career development.” Toronto-based Accenture Canada takes a “one-size-doesn’t-fit-most” approach for its 6,500 employees, according to its chief human resources officer, Suehlan Yu. A 20-year veteran of the firm, she says remote/hybrid work isn’t new to the organization, as Accenture Canada has been doing it globally for decades, collaborating with clients, teams and people working remotely. “Our focus is on levelling the playing field, so that irrespective of where people are, they’re able to participate fully and bring their best to work,” says Ms. Yu. “We really started by listening to our people, and we do that through a robust listening framework that includes surveys, fireside chats and town halls. What the majority of our people say is that flexibility – when, where and how they work – is the top enabler for the successful future of work.” Ms. Yu says there’s no policy that requires everyone to be in the office on set days. Instead, leaders and teams work together to determine the unique mix of virtual and in-person work that’s best for them, guided by client needs, individual roles and responsibilities. “In-person connection is part of everyone’s role, but we don’t believe in being on-site for the sake of being on-site,” says Ms. Yu. “We like to make that purposeful for our people.” Offices at Accenture are designed with a focus on “we spaces” – collaborative areas with technology allowing remote employees to fully participate in meetings and team activities. There’s also a focus on friendly and accommodating workspaces to suit individual and diverse needs, as well as meditation rooms, mothers’ lactation rooms and wellness rooms equipped with yoga balls and table tennis. To encourage in-person socialization, the firm hosts a quarterly event that they call “stacked events” – a full-day at the office packed with engagement activities, panel discussions and learning sessions, ending with a social event. “People get to meet leaders, network with peers and maybe find their next staffing opportunity,” says Ms. Yu. “We also have Gen AI and industry and function learning days, lunch and learns, and employee resource group events constantly happening and encouraging people to come into the office. Everything’s available virtually as well, so people can be involved wherever they are at that time.” One caveat remote workers might consider is that many jobs that can be done at home may also be easily done by AI. That might inspire some to put in more office time. “There’s a recent article in Harvard Business Review that says AI is coming for remote tasks first,” says Prof. Duxbury. “That’s because much of the type of work that can be done at home is the kind of thing that has sequential structure, doesn’t require a lot of creativity, discussion with other people, negotiation or to be front-facing. So perfect for AI too.”
San Francisco, California – While companies building consumer apps and prosumer tools are investing heavily in personalizing user experiences through product usage data, teams are still manually creating the workflows that deliver those personalized moments. Today, Aampe announced that it has deployed more than 100 million intelligent agents in consumer applications across four continents. Companies that have deployed Aampe agents include some of the leading food delivery and on-demand apps in South and Southeast Asia, top sports and fitness apps in Europe, and major fintech and entertainment apps in the U.S. The agents manage 15-200 billion decisions each week that determine interactions with product interfaces. The company announced $18 million in Series A funding led by Theory Ventures, bringing Aampe's total funding to $27.3 million to accelerate the adoption of its agent infrastructure. Z47 also participated in the round. Conventional approaches to personalizing digital products have relied on humans manually creating rules and segments to determine what users see and when. This approach — unchanged for over a decade — requires teams to manually orchestrate the message or product surface that will best serve the end user’s interests, whether they’re making a purchase, evaluating content options, or trying new features. With consumer preferences rapidly and continually changing, the conventional approach creates a massive human bottleneck and non-scalable operational workload. Aampe's infrastructure takes a fundamentally different approach: deploying a unique AI agent for each user that continuously learns from interactions and intelligently decides what to show, when to show it, and, most importantly, whether to show anything at all. Designed to continuously monitor usage and engagement data, each agent skillfully observes and learns the user's changing preferences. Agents are then responsible for translating inferences into optimal management of the user’s interactions with the product — enabling genuine 1:1 personalization even for products that serve tens of millions or more users daily. "Consumer applications today almost universally look the same to everyone who opens them, with personalization limited to narrow recommendation feeds," said Paul Meinshausen, CEO and co-founder of Aampe. "We’ve designed and developed infrastructure that continuously enables every aspect of an application to adapt to each user's context and preferences. Our mission is to improve the way users experience digital products fundamentally." Founded in 2020 by a trio of scientists, Aampe emerged from a unique combination of expertise. Meinshausen, who previously co-founded PaySense (acquired by Prosus/PayU for $185M), met co-founder Schaun Wheeler in a U.S. Army Intelligence Analysis unit in 2009. Along with Sami Abboud, a former semiconductor engineer and neuroscience PhD, the founding team combines backgrounds in cognitive and behavioral science, engineering, and experimentation. They’ve harnessed their specialized backgrounds to design a new AI architecture for user interaction. Rather than using traditional machine learning or generative AI alone, Aampe's infrastructure leverages a subset of AI called reinforcement learning to enable continuous, parallelized experimentation. Each agent learns and adapts in real-time, helping users manage their attention and make complex choices in a world of material and content abundance. The agents operationalize their decisions by intelligently managing a range of existing product and marketing tools - including data platforms and warehouses, marketing delivery platforms, and product analytics tools, allowing companies to extract more value from their current technology investments. Alexander Beresford, CGO/CMO at Taxfix, says “Customers now expect brands to know what they want and respond instantly - standards have gone up. The future of engagement in owned media lies in AI systems that learn from each customer’s behavior and adapt automatically to deliver personalized experiences. Unlike older systems that follow rigid rules, these AI agents evolve with the customer, keeping every interaction relevant without extra effort from the business. This isn’t just a new trend - it’s where everything is headed. For brands looking to stay competitive, adopting this approach isn’t optional; it’s the difference between sounding irrelevant and sounding like you understand them. Aampe is, for me, a leap in that direction which brings a novel approach to individual customer needs.” “AI agents can make decisions at a scale that is impossible for any human,” said Andy Triedman, Partner at Theory Ventures. “Aampe allows customer engagement teams to craft experiences for their diverse user base versus just one or two flows targeted at the typical person. This new type of infrastructure will be transformational for companies looking to provide personalization driven by data.” Aakash Kumar, Managing Director at Z47, added: “The world of app engagement has not delivered on the promise of deep learning-led personalization. Agentic AI provides the opportunity to break through. Paul and the team at Aampe are shaping the future of agentic infrastructure for user journey personalization, with excellent feedback and adoption from their early customers.” The company's privacy-centric approach, using zero-PII storage practices and anonymized behavioral patterns, has already attracted major consumer businesses across Southeast Asia and North America. The company has already deployed over one hundred million (100,000,000) agents for enterprise customers across 4 continents. As Aampe scales, it plans to double its team by the end of 2025, focusing on helping enterprise customers successfully migrate their workflows and adopt agentic infrastructure into their organizations. Looking ahead, Aampe aims to power the next generation of consumer applications through its easy-to-deploy agentic infrastructure. While their earliest applications focused on on marketing and messaging channels, Aampe has been rapidly extending their agents capabilities to manage the entire user experience—from interface layouts to feature discovery—enabling every interaction to adapt continuously to every user and their preferences at any given point in time.HUNTSVILLE, Dec. 02, 2024 (GLOBE NEWSWIRE) -- Serina Therapeutics, Inc. (“Serina”) (NYSE American: SER), a clinical-stage biotechnology company, today announced a $10 million equity financing with strategic shareholder JuvVentures (UK) Limited. The transaction provides Serina with funding to continue advancing SER-252 (POZ-apomorphine), enabled by its proprietary POZ Platform TM drug optimization technology, into a Phase 1 clinical trial in advanced Parkinson's disease patients in the second half of 2025. Under the terms of the funding agreement, Serina will issue one million shares of common stock at $10 per share, a 120% premium to the closing price on November 26, 2024. The financing will be delivered in two tranches: the first $5.0 million tranche was received November 27, 2024, and the second $5.0 million tranche by January 31, 2025. Serina filed a Form 8-K with the SEC on December 2, 2024 that provides additional information regarding this transaction. About SER-252 (POZ-apomorphine) SER 252 is an investigational apomorphine therapy developed with Serina’s POZ platform and designed to provide continuous dopaminergic stimulation (CDS). CDS has been shown to reduce the severity of levodopa-related motor complications (dyskinesia) and enable greater on time, with reduced off time, in advanced Parkinson’s patients. SER-252 leverages strategic partner Enable Injections’ enFuse TM wearable drug delivery platform to enhance patient comfort and convenience, providing CDS to patients via an easy-to-administer, long-acting subcutaneous injection without skin reactions. About the POZ Platform TM Serina’s proprietary POZ technology is based on a synthetic, water soluble, low viscosity polymer called poly(2-oxazoline). Serina’s POZ technology is engineered to provide greater control in drug loading and more precision in the rate of release of attached drugs delivered via subcutaneous injection. The therapeutic agents in Serina’s product candidates are typically well-understood and marketed drugs that are effective but are limited by pharmacokinetic profiles that can include toxicity, side effects and short half-life. Serina believes that by using POZ technology, drugs with narrow therapeutic windows can be designed to maintain more desirable and stable levels in the blood. Serina’s POZ platform delivery technology has potential for use across a broad range of payloads and indications. Serina intends to advance additional applications of the POZ platform via out-licensing, co-development, or other partnership arrangements, including the non-exclusive license agreement with Pfizer, Inc. to use Serina’s POZ polymer technology for use in lipid nanoparticle drug (LNP) delivery formulations. About Serina Therapeutics Serina is a clinical-stage biotechnology company developing a pipeline of wholly owned drug product candidates to treat neurological diseases and other indications. Serina’s POZ Platform TM provides the potential to improve the integrated efficacy and safety profile of multiple modalities including small molecules, RNA-based therapeutics and antibody-based drug conjugates (ADCs). Serina is headquartered in Huntsville, Alabama on the campus of the HudsonAlpha Institute of Biotechnology. For more information, please visit https://serinatherapeutics.com . Cautionary Statement Regarding Forward-Looking Statement This release contains forward-looking statements within the meaning of federal securities laws. These statements are based on management’s current expectations, plans, beliefs or forecasts for the future, and are subject to uncertainty and changes in circumstances. Any express or implied statements in this press release that are not statements of historical fact, including statements about the potential of Serina’s POZ polymer technology, are forward-looking statements that involve substantial risks and uncertainties that could cause actual results to differ materially from those expressed or implied by such statements. Risks and uncertainties include, among other things, the uncertainties inherent in research and development, including the ability to meet anticipated clinical endpoints, commencement and/or completion dates for clinical trials, regulatory submission dates, regulatory approval dates and/or launch dates, as well as the possibility of unfavorable new clinical data and further analyses of existing clinical data; the risk that clinical trial data are subject to differing interpretations and assessments by regulatory authorities; whether regulatory authorities will be satisfied with the design of and results from our clinical studies; whether and when any applications may be filed for any drug or vaccine candidates in any jurisdictions; whether and when regulatory authorities may approve any potential applications that may be filed for any drug or vaccine candidates in any jurisdictions, which will depend on a myriad of factors, including making a determination as to whether the product’s benefits outweigh its known risks and determination of the product’s efficacy and, if approved, whether any such drug or vaccine candidates will be commercially successful; decisions by regulatory authorities impacting labeling, manufacturing processes, safety and/or other matters that could affect the availability or commercial potential of any drug or vaccine candidates; and competitive developments. These risks as well as other risks are more fully discussed in the company’s Annual Report on Form 10-K for the year ended December 31, 2023, the company’s Current Report on Form 8-K that was filed with the SEC on April 1, 2024, and the company’s other periodic reports and documents filed from time to time with the SEC. The information contained in this release is as of the date hereof, and Serina assumes no obligation to update forward-looking statements contained in this release as the result of new information or future events or developments. For inquiries, please contact: Investor.relations@serinatherapeutics.com (256) 327-9630
Selena Gomez, the multi-talented singer, actress, and producer, has also made a splash with her double nominations at this year's Golden Globe Awards. Recognized for her role in the critically acclaimed film "Dancing in the Moonlight" with a nomination for Best Actress in a Musical or Comedy, as well as a nod for Best Original Song for her hit single "Echoes of Love", Gomez continues to impress with her versatility and talent.The first signal that caught the attention of market participants was the sudden surge in trading volume across various sectors. As volumes spiked, investors scrambled to interpret the underlying reasons behind this phenomenon. Some attributed it to a sudden influx of retail investors, attracted by the prospect of quick profits in a bullish market. Others pointed to institutional investors reallocating their portfolios in anticipation of a market rally. Whatever the reason, the surge in trading volume served as a clear indicator of increasing market activity and heightened investor interest.
Joining Sun Li at the evening party are other main creators of the drama, including director Zheng Xiaolong, screenwriter Liu Lianzi, and costume designer William Chang. Their collective talent and vision brought the world of the Forbidden City to life on screen, creating a visually stunning and emotionally compelling narrative that captivated viewers across generations. The opportunity to see these creative minds reunite to reminisce about the making of the drama is a rare and precious treat for fans of "The Legend of Zhen Huan."
Universal Corporation Receives NYSE Notice Regarding Filing of Form 10-Q for the Fiscal Quarter Ended September 30, 2024
Chinese tech giant Xiaomi, under the leadership of CEO Lei Jun, has once again captured the headlines with the unveiling of its first-ever SUV model, the YU7. Designed to blend cutting-edge technology with sleek aesthetics, the YU7 represents Xiaomi's bold foray into the automotive industry.
Rossi's sculpture captures this poignant moment with striking realism. The boy's expression is one of shock and disbelief, his hand frozen mid-sip as if time itself has come to a standstill. The mixture of milk and blood swirls together in the bowl, a macabre reminder of the horrors that can lurk beneath the surface of everyday life.In conclusion, the intense clashes between the Syrian opposition and Kurdish forces over the control of Manbij underscore the complex and volatile nature of the Syrian conflict. The fight for control of strategic areas like Manbij reflects the broader power struggles and competing interests that continue to drive the violence and instability in the region. As the conflict shows no signs of abating, the need for a concerted international effort to find a peaceful resolution to the crisis in Syria becomes ever more urgent.
The details surrounding the murder are still unclear, with investigations ongoing to determine the motive behind this heinous crime. The local authorities, along with assistance from international agencies, are working tirelessly to piece together the events leading up to the influencer's demise and to bring the perpetrators to justice.