Fitness app Strava reached a $2.2 billion valuation after raising an undisclosed amount of new funding including debt, The Wall Street Journalreported. The new deal represents a nice boost for the company, which last raised funding in 2020 at a $1.5 billion valuation. Sequoia Capital led the round and was joined by existing investors including TCV, Jackson Square Ventures and Go4it Capital. Along with the funding, Strava said it has acquired a training app for cyclists called The Breakaway for an undisclosed amount. The Truckee, California-based startup had raised $2.9 million, according to Crunchbase. That acquisition follows Strava’s purchase last month of London-based running training app Runna for an undisclosed amount as well. Like many fitness apps, San Francisco-based Strava saw a surge in popularity during the pandemic. The app is used by people to track running, cycling, hiking, swimming and dozens of other fitness activities. Users can also track their fitness progress in the app and share activities and photos with friends on a social media-like feed. In recent years, Strava has added AI-driven fitness insights for users. CEO Mike Martin told the Journal that Strava had been growing steadily leading into the funding and recent acquisitions. The company is on track to hit $500 million in annual recurring revenue soon, he said. It saw more than 50% growth in new users in 2024 and now has more than 150 million registered users worldwide. Strava’s new round comes as funding to fitness-related startups has plummeted since its pandemic-era highs. Startups in the category raised $1.26 billion in 2024, the lowest amount in the past five years, Crunchbase data shows, and a fraction of the $6.27 billion such companies raised in 2021.
Haworth College of Business Western Michigan University Kalamazoo MI 49008-5457 USA Main office: (269) 387-5050 Advising office: (269) 387-5075 KALAMAZOO, Mich.—Two teams of digital marketing students from Western Michigan University took second and third place among 217 undergraduate student teams from across the world in the Digital Marketing Competition hosted by Purdue University Northwest. Other Western student teams finished in sixth, 11th and 12th place in the competition. The case competition focuses on a real company challenge where strategic digital marketing insights can offer solutions. This year’s client was Radio Flyer, seeking direction on how to gain traction among family buyers for its new product line of electric bikes. Students have three months to conduct research and create an eight-minute submission video that communicates an integrated strategy for the company. This competition was one aspect of a capstone course in WMU’s digital marketing and eCommerce program, giving students the opportunity to apply their knowledge and skills acquired throughout their time at WMU. In total, 13 teams of students competed with coaching from Dr. Scott Cowley, associate professor of marketing and co-director of the digital marketing and eCommerce program. “Sometimes you can tell when teams have really put the time in, and both finalist teams had some key players who absolutely did that and made a huge difference. You really need a strong blend of analytical and creative execution to stand out in this competition. You have to convince expert digital marketing judges that you know what you’re talking about and that your data and insights are credible while also being memorable,” says Cowley on the caliber of the teams. In a competition of this scale, with a major share of competitor teams from universities outside of the United States, it is imperative to have confidence, excitement and a shared vision among teammates. Those qualities were more than apparent for Gleaton’s second-place team. “Our team played to each other’s strengths. Crizio designed all the slides, and they looked great, Brandon dove headfirst into the numbers associated with our plan, Andrew led the influencer portion of the presentation, and I made sure we stayed on track and pitched in wherever needed. Overall, each of us played a crucial role in creating an amazing presentation that helped us place in the top of the competition.” That sentiment is echoed by Foong, who was captain of the third-place team. “Upfront and honest communication allowed us to form the right strategic vision for the competition—it was a collective effort. It was the grit and resilience that we had as a team that kept us motivated. We didn’t set any expectations to win, but we all did our best work with attention to detail.” Another standout quality to Cowley during the competition was both teams’ sharp approaches to their presentations, leaning into the foundations of their digital marketing education at the Haworth College of Business. “We’ve had a lot of class conversations this semester about consumer artificial intelligence (AI) like ChatGPT and how it is transforming marketing. I was a little concerned that we might be disadvantaged if other schools put more emphasis on the trendier tech and AI while we focused on being crisp with our fundamentals. But I think our overall showing as a university confirmed that solid research and a clearly communicated strategy are timeless.” Both teams’ achievements punctuate the end of another rewarding semester at WMU Haworth—one that marks the end of a few college careers for these students—Gleaton’s being one of them. He says, “I want to say thank you to all of my classmates and team, especially Dr. Cowley for this experience. This was a great way to end my time here at Western Michigan University.” When Cowley reflects on the culmination of the course and where these students are off to next, he sees this competition as an inflection point, “This is really the spot in our program where everything comes together—the market research, the strategy principles, and the channel and media expertise. More than anything, I hoped that this experience would help students start to see themselves as early career digital marketing professionals and less like students. We love competing and showing the world that we love digital marketing. This is a win for Western and our premier digital marketing program as much as any single team.” For more WMU news, arts and events, visit WMU News online. Western Michigan University Kalamazoo MI 49008-5200 USA (269) 387-1000 Contact WMU
Sydney, May 22 (IANS) Acute stress can disrupt the brain’s ability to manage emotions, particularly in people with mental health conditions such as depression, anxiety, and borderline personality disorder, according to a study. Researchers from the Edith Cowan University (ECU) in Australia found that stress can temporarily impair executive functions, which are mental processes like working memory, impulse control, and flexibility, crucial for regulating emotions and making decisions under pressure, Xinhua news agency reported. “These executive functions are vital for controlling emotional responses, especially in challenging situations,” said Tee-Jay Scott, from the varsity. “Our findings suggest that people with distress-related disorders may be more vulnerable to having these executive functions disrupted under stress, even when their symptoms don’t meet the threshold for a formal diagnosis,” Scott added. Executive functions, such as working memory (holding and using information), response inhibition (resisting impulsive actions), and cognitive flexibility (adapting to change) are key to maintaining emotional balance. The team reviewed 17 international studies and found that stress significantly affects working memory in people with depression and weakens impulse control in those with borderline personality disorder. These findings may explain why some people respond poorly to common treatments like cognitive behavioural therapy, which rely on these very cognitive functions, said Joanne Dickson, the study’s co-author and a professor at ECU. “If acute stress is interfering with the mental processes that support emotion regulation, it could undermine a person’s ability to benefit from these treatments, especially during periods of heightened distress,” Dickson said. While the study confirms a pattern of executive function impairment under acute stress, the researchers say more research to understand individual differences and refine treatment strategies is needed. The researchers also suggested building up cognitive skills before tackling emotionally intense therapy sessions. “Understanding how stress interacts with brain function is key to improving mental health outcomes,” Scott said. Are the younger Naga generation disconnected from their history? Give Reasons
The Morung Express The Morung Express is a people-oriented alternative newspaper based in Nagaland that was conceived from the Naga people’s historical realities and is guided by their voices and experiences. It emerged from the well-recognized concept that the core of a free press is based on “qualitative and investigative” journalism. Ensuring this is essential for contributing to an informed Naga public that makes sound decisions on issues that affect all spheres of life.
By Samantha Harms, Fort Cavazos Public AffairsMay 22, 2025 FORT CAVAZOS, Texas — The sound of laughter and encouragement could be heard May 17 throughout the entirety of the newly opened GroundPlay Outdoor Fitness Family Park. Dozens of Soldiers, family members and children came to together to enjoy Demo Day, held by the Directorate of Family and Morale, Welfare and Recreation to celebrate the opening of the park. The new park has several distinct areas: a group fitness space, a multi-use court, a playground, workout stations with various types of durable outdoor fitness equipment, a track and a seating area with picnic tables. Funded by Installation Management Command at a cost of $2 million, the fitness facility was created as a holistic approach to supporting family-friendly fitness. “This park stands as a testament to our enduring commitment to enhancing the quality of life for our Soldiers and families here at The Great Place,” said Col. Lakicia Stokes, U.S. Army Garrison-Fort Cavazos commander. “When we began this journey last year, we weren’t just building a facility. We were building a stronger community. This park, the first of its kind in the Army, represents more than just new equipment or courts. It provides a dynamic space for physical fitness, recreation and camaraderie. It embodies our commitment to holistic health, mind, body and spirit. “But let’s be clear, this park is not the end goal,” she continued. “It’s a launching point, a place where teams can bond outside of formation, where children will remember weekends with friends and where fitness becomes not just a requirement, but a way of life shared with others.” The park, officially opened following a ribbon-cutting ceremony Friday. Fort Cavazos leadership and representatives from the DFMWR and Kompan, a company that designs, manufactures and installs playground and outdoor fitness sites, gathered to commemorate the new facility. “What makes me proud of this is that it’s a one-of-a-kind facility that we have here,” said Brad Pittam, sales director for solution partners at Kompan. “There’s nothing else like this in the world, let alone the nation. We’ve got over 40,000 square feet of fitness and play ready to be opened up and for kids and families to enjoy. “One thing we do at Kompan is we pride ourselves in making happier and healthier communities, and I think we’ve accomplished that with what we have here, and I’m very proud that we’ve made this for the Army,” he continued. “There’s one thing that I know we can do for this community, and that is to make everyone here happier.” Demo Day featured a variety of classes, including applied functional fitness, Zumba and yoga; both the May and June Great Fitness Challenges; pickleball lessons; and a massage therapy table, all while in the view of the playground area. “It was real nice being able to watch my daughter, make sure she’s safe in good hands while in my vision, while I’m getting my workout,” said Spc. Robert Gaytan, 4th Missile Battalion, 5th Air Defense Artillery Regiment, 69th Air Defense Artillery Brigade, after completing his workout at Demo Day. “That’s real comforting for me as a parent.” GroundPlay is open 9 a.m. to 8:30 p.m. on weekdays and 7 a.m. to 7:30 p.m. on weekends. It is located behind Abrams Physical Fitness Center on 58th Street. Children climb on a wooden structure shaped like a ship with rope ladders on it, a set of stairs, etc. Six people stand behind a large red ribbon cut in half, four people in the middle all holding a large pair of scissors. Four people are on a pickleball court, paddles in hand and two on each side, a ball bouncing between them.
The government of India has broadly pursued four strategies to improve access to healthcare services for the its entire population: first, by strengthening the government healthcare system through financing and organisational reform; second, by expanding mandated health insurance coverage for formal sector employees; third, through publicly funded health insurance for the bottom 40% of the population; and fourth, by expanding coverage through voluntary health insurance, primarily for the affluent segment of the population (Mahal, Tiwari, Reddy, & Kane, 2024). However, a significant proportion of the population (mainly in the third and fourth quintiles) lacks health insurance because they neither have jobs in the formal sector nor qualify for the targeted tax-funded public health insurance schemes. Furthermore, the premiums for private voluntary health insurance are high and may not be affordable for many in the third and fourth quintiles (Paul & Sarkar, 2023). Since UHC requires that everyone, everywhere should have access to quality and affordable healthcare – which ultimately ensures healthy lives (WHO, 2010) – it is crucial for the government to ensure access to essential healthcare services for those without formal health insurance. Since UHC requires that everyone, everywhere should have access to quality and affordable healthcare – which ultimately ensures healthy lives (WHO, 2010) – it is crucial for the government to ensure access to essential healthcare services for those without formal health insurance. Mahal et al. (2024) estimated that 125 million households are covered under Pradhan Mantri Jan Arogya Yojana (PMJAY), 45 million households are covered by states (extending to Above Poverty Line [APL] families), 34 million households are covered under social insurance schemes (Central Government Health Scheme [CGHS], Employees’ State Insurance Scheme [ESIS], Ex-Servicemen Contributory Health Scheme [ECHS])1 and 57 million households are covered under private insurance (both individual and group). Considering a total of 325 million households in India, around 68–80 million households will remain uncovered, given that there will be some level of overlap between the insurance schemes (Mahal, Tiwari, Reddy, & Kane, 2024). The Periodic Labour Force Survey (2022–2023) data indicates that 57.3% of the total workforce aged 15 and above were self-employed, primarily in the informal sector. As noted, informal sector workers are not covered by any existing health insurance schemes. Furthermore, a significant proportion of individuals in the formal sector may not have health insurance (Mahal, Tiwari, Reddy, & Kane, 2024). It has been suggested that this uncovered population (or a portion thereof) has the ATP for healthcare, and thus a contributory health insurance scheme2 may be appropriate for this segment (Kumar & Sarwal, 2021). However, it remains unclear how much they can afford to pay. Additionally, even if they can afford to pay, are they willing to pay the necessary amount? Ability to pay (ATP) in healthcare has largely been understood as the relationship between available resources at the household or individual level and the cost of treatment. The WHO assesses affordability by considering the number of days a lowest-paid unskilled government worker must work to cover the cost of treatment (Beal & Foli, 2020). According to Russell (1996), a common method for determining affordability is the ratio approach, where healthcare expenditure is analysed as a percentage of household income or expenditure. Successive HCESs indicate that 4%–6% of total household expenditure is the average expenditure ratio on healthcare, thus considered the affordable ratio. Using the ratio method, a 45-degree line (equality line) plots, for instance, a health expenditure ratio of 6%. Any point above the equality line is deemed affordable, as it is less than 6%. A simple visual representation of the ratio method is explained below: Figure 1 illustrates that households whose medical3 expenditure (as a percentage of household expenditure) is either on or above the equality line are spending less than or proportionate to their overall household expenditure or available resources. Those above the equality line can afford the medical expenditure, whereas those below cannot. However, this method does not account for whether those in the affordable region of the graph are incurring opportunity costs by reducing their expenditure on essentials such as food, shelter, and education below their minimum needs. Figure 1: Ratio Approach to Ability to Pay (ATP) Source: Adapted from Russell (1996). The core question in the debate on the ATP has been whether the cost of healthcare for a household should be the sole criterion for ATP or whether other factors influencing households’ healthcare decisions should also be considered. Geographic availability can impact ATP for healthcare services (Levesque, Harris, & Russell, 2013), as do indirect costs such as transportation (Doran & Hornibrook, 2014) and financial stress (Yakob & Ncama, 2016). Several studies highlight competing costs, such as those related to food, clothing, education, and electricity bills (Cunningham, 2011; Perumal‐Pillay & Suleman, 2017). Bead and Foli (2020) note that affordability in healthcare is subjective, transactional, and circumstantial. As discussed above, the ratio approach does not consider factors such as disposable income and costs associated with merit goods. Disposable income is the income that households have available to spend or save after deducting taxes and other mandatory expenses, such as pension and provident fund contributions (Hosier, 2004). The concept of affordability was redefined by Hancock (1993) in the context of housing prices. He argued that if a household spends a certain percentage of its total budget (or available resources) on housing, it should not reduce expenditure on other merit goods like education and healthcare below the socially desired minimum standards of consumption, usually determined by household survey data. Hancock’s concept has been extended to understand affordability in health insurance and healthcare (Glied, 2009; Russell, 1996). Unlike the ratio approach, Hancock suggested incorporating other merit goods into the affordability analysis. Given information on how much healthcare and non-healthcare goods are consumed by households, it is possible to determine who cannot afford healthcare expenditure. A household is said to afford healthcare expenditure if it is left with sufficient resources to meet the minimum expenditure for non-medical goods (food, housing, and education). The trade-off can be represented in a 2×2 matrix, as shown in Figure 2 below. Figure 2: Categorising Affordability (Based on Hancock, 1993) Source: Adapted from Hancock (1993) It is evident from the figure 2 that there are four possible combinations of the two categories of goods, namely non-healthcare and healthcare, that can be consumed by the household. The horizontal and vertical red lines in the figure 2 indicate the minimum expected expenditure on these goods by households. Point E on the figure represents the minimum consumption bundle expected to be consumed by households. This implies that if a household’s income is just sufficient to allow spending H’ on medical goods and Y’ on non-medical goods, the household will be able to reach point E. Extending a line from point E towards Y and H, this straight line represents the minimum budget required for all households to achieve point E (the budget constraint line). Therefore, all households on or above the budget constraint line (including the shaded areas in regions C and D) can achieve point E. This means that households in region A can not achieve minimum expenditure for both medical and non-medical goods. Hancock’s affordability concept has been applied using Household Consumption Expenditure Survey (HCES) data (2022–2023). An average medical expenditure of 6% of total household expenditure is set as the threshold for underconsumption of healthcare, while 52% of total household expenditure is the threshold for underconsumption of non-medical goods. Applying the four scenarios suggested by Hancock, the HCES data reveal that 30% of households in region A can neither afford minimum healthcare expenditure nor minimum expenditure on other merit goods, while 8% of households in the third and fourth quintiles in region B can afford minimum expenditure for both medical and non-medical goods. The remaining 62% of households face a complex decision because they must choose between two merit goods due to budgetary constraints. Overall, it was found that at least 39% of households (comprising Regions B, C, and D) can afford both goods, and a maximum of 66% of households in the third and fourth quintiles can afford the minimum consumption set. Table 1: Household Expenditure for Third and Fourth Quintiles Source: Author’s analysis using HCES data 2022–2023. Further, the affordability calculation (applying threshold criteria of 6% for medical and 52% of non-medical expenditure as percentage of total household expenditure) suggest that 30% of households in the third and fourth quintiles who spend less than 6% of their total household expenditure on healthcare can contribute a maximum of INR 5,693 per year for both inpatient and outpatient services (Table 1). Eight per cent of households with sufficient resources can contribute a maximum of INR 24,466 per year. For the remaining 62% of households, which can just afford to pay 6% of their household expenditure, the contribution ranges from INR 13,344 to 15,132 per year. The HCES data for 2022–2023 reveal that less than 10% of the total households in the third and fourth quintiles are able to meet the minimum level of expenditure for both medical and non-medical goods. Most households have to choose one merit good over others. Way Forward The HCES data for 2022–2023 reveal that less than 10% of the total households in the third and fourth quintiles are able to meet the minimum level of expenditure for both medical and non-medical goods. Most households have to choose one merit good over others. It is found that about half of the total households cut back on medical expenditure to achieve more than the minimum level of expenditure for other merit goods such as food, housing, and education. The affordability analysis suggests that to provide comprehensive coverage to all households in the third and fourth quintiles (where 30% of households can pay a maximum of INR 5,693 per year), the government will need to contribute at least 50% of the premium amount. The affordability analysis suggests that to provide comprehensive coverage to all households in the third and fourth quintiles (where 30% of households can pay a maximum of INR 5,693 per year), the government will need to contribute at least 50% of the premium amount. This is because the minimum health insurance premium for comprehensive coverage is INR 20,466 per year1 for a family of four, and such a contribution would encourage households to participate. The affordability analysis indicates that households in the third and fourth quintiles can pay an average of INR 5,693 per year for their healthcare needs, covering all outpatient and inpatient services. This discussion suggests the following key takeaways: The affordability analysis indicates that households in the third and fourth quintiles can pay an average of INR 5,693 per year for their healthcare needs, covering all outpatient and inpatient services. Since comprehensive coverage of services under health insurance requires a higher premium, there are two possible pathways to ensure healthcare services for middle-income households: References Beal, D., & Foli, K. (2020). Affordability in individuals’ healthcare decision making: A concept analysis. Nursing Forum. Cunningham, P. (2011). Explaining the increase in family financial pressures from medical bills between 2003 and 2007: do affordability thresholds change over time? Medical Care Research and Review, 352-366. Doran, F., & Hornibrook, J. (2014). Rural New South Wales women’s access to abortion services: highlights from an exploratory qualitative study. Australian Journal of Rural Health, 121-126. Glied, S. (2009). Mandates and the affordability of healthcare. Inquiry, 203-214. Hancock, K. E. (1993). Can Pay? Won’t Pay? or Economic Principles of Affordability. Urban Studies , 127-145. Hosier, R. H. (2004). Disposable Income. Retrieved from ScienceDirect: https://www.sciencedirect.com/topics/social-sciences/disposable-income Kumar, A., & Sarwal, R. (2021). Health insurance for India’s missing middle. NITI Aayog. Levesque, J., Harris, M., & Russell, G. (2013). Patient‐centred access to health care: conceptualising access at the interface of health systems and populations. International Journal for Equity in Health . Mahal, A., Tiwari, A., Reddy, R., & Kane, S. (2024). The Missing Middle: How to Provide 350 Million Indians with Health Coverage? . National Council of Applied Economic Research. Paul, S., & Sarkar, S. (2023). Health Insurance Business in India: Progress, Issues and Way Forward. Journal of Health Management, 874-882. Perumal‐Pillay, V., & Suleman, F. (2017). Parents’ and guardians’ perceptions on availability and pricing of medicines and healthcare for children in eThekwini South Africa – a qualitative study. BMC Health Services Research. Policy Bazaar. (2024, September 19). Top Health Insurance Plans. Retrieved from Policy Bazaar: https://www.policybazaar.com/health-insurance/individual-health-insurance/articles/best-health-insurance-plans-in-india/ Russell, S. (1996). Ability to pay for healthcare: concepts and evidence. Health Policy and Planning, 219-237. WHO. (2010). Health Systems Financing: The Path to Universal Coverage. World Health Organization . Yakob, B., & Ncama, B. (2016). A socio‐ecological perspective of access to and acceptability of HIV/AIDS treatment and care services: a qualitative case study research. BMC Public Health.
The Centre for Social and Economic Progress (CSEP) is an independent, public policy think tank with a mandate to conduct research and analysis on critical issues facing India and the world and help shape policies that advance sustainable growth and development.
Cape High’s JROTC Raider Team placed first out of six teams in a fitness competition hosted by Appoquinimink High School’s JROTC May 9. “I couldn’t have been any Cape prouder of these kids, and this competition is just another testament to the amazing kids we have and their dedication to the JROTC program and culture,” said Col. Edward Dowgin. Teams were graded on a one-mile run, military-style obstacle course, High Mobility Multipurpose Wheeled Vehicle truck pull, push-ups, sit-ups, sprint-drag-carry and a written test of general civic knowledge. Representing Cape were cadets Jazmine Ramos-Trejo, Ronin Chmelewski, Kyle Nantz, Mycaela Ribeiro, Jacob Panyko, Tyler Haun, Joshua Ramon and Ryder Van Horn.
Ellen McIntyre is a reporter covering education and all things Dewey Beach. She graduated with a bachelor’s degree in journalism from Penn State – Schreyer Honors College in May 2024, then completed an internship writing for the Pittsburgh Post-Gazette. In 2023, she covered the Women’s World Cup in New Zealand as a freelancer for the Associated Press and saw her work published by outlets including The Washington Post and Fox Sports. Her variety of reporting experience covers crime and courts, investigations, politics and the arts. As a Hockessin, Delaware native, Ellen is happy to be back in her home state, though she enjoys traveling and learning about new cultures. She also loves live music, reading, hiking and spending time in nature.
National, 22May 2025 – As businesses rapidly adopt digital tools and technologies, HR is evolving beyond traditional policies and people management. Organisations increasingly expect their HR teams to leverage data to address workforce challenges, make informed decisions, and contribute directly to business outcomes. Recognising this shift, XLRI Jamshedpur, one of India’s most prestigious management institutes, has launched the Executive Development Programme in HR Analytics, marketed by Jaro Education. This innovative hybrid programme is designed for working professionals seeking to apply data-driven approaches in HR. With a strong focus on hands-on, practical learning, it equips participants to address real-world workplace challenges, whether it’s reducing attrition, enhancing recruitment strategies, or analysing performance trends. The programme empowers HR professionals to make smarter, evidence-based decisions. Applications for the current intake are scheduled to close shortly. Programme Overview: Elevating HR through Analytics In today’s dynamic business environment, HR professionals are increasingly tasked with making evidence-backed decisions that drive organisational success. XLRI’s Executive Development Programme in HR Analytics provides participants with a strong foundation in descriptive, predictive, and prescriptive analytics, helping them unlock the full potential of workforce data. Designed for those without a background in mathematics or statistics, the curriculum uses practical examples through tools like SAS, Stata, R, MPlus, SPSS& Excel. Key Features: Who Should Apply?
The programme is ideal for HR professionals with a minimum of two years of experience, as well as non-HR professionals who have at least five years of overall work experience and are looking to transition into the field of HR analytics. It is also open to graduates and diploma holders (10+2+3) from recognised universities across any discipline, making it accessible to a diverse pool of aspiring HR analytics professionals. Curriculum Highlights
Participants will gain hands-on expertise in data analysis techniques, enabling them to interpret workforce data and drive strategic HR decisions. The curriculum covers the spectrum of analytics, descriptive, predictive, and prescriptive, and emphasizes data-backed talent management, workforce planning, and employee engagement. Through practical training in SAS, Stata, R, MPlus, SPSS & Excel, participants will learn to tackle real HR issues and present insights to senior leadership. By programme end, learners will be equipped to lead high-impact analytics projects and drive organisational transformation, boosting their effectiveness and career trajectory in today’s digitally driven HR landscape. Programme Structure and Delivery Programme Fees & Flexible Financing
