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Steven Lash San Diego: Patent Holder and Thought Leader Champions Business Model Innovation and Sustainability at Industry Forums

San Diego, CA, 14th May 2026, ZEX PR WIRE — Steven Lash San Diego entrepreneur, independent consultant, and patent holder, is continuing to elevate industry conversations on business model innovation, sustainability, and entrepreneurial thinking through ongoing participation in industry forums, advisory engagements, and professional communities including the Society for Human Resource Management (SHRM). Recognized as an accomplished thought leader with three decades of leadership in operations, advising, and restructuring, Steven Lash San Diego has built a reputation for translating entrepreneurial insight into practical strategy. His perspective consistently centers on the idea that forward thinking organizations need more than incremental change. They need scalable operational models, visionary leadership, and a willingness to rethink the underlying business model itself. That perspective is shaped, in part, by his own work as an innovator and patent holder. Steven Lash holds business method patents that reflect his long standing commitment to innovation and forward thinking problem solving, and his consulting practice draws directly on that hands on experience with building something new from the ground up. A distinguished graduate of SUNY Binghamton (BS in Business) and the University of San Diego (MBA), Steven Lash brings academic rigor and real world entrepreneurial experience to every advisory engagement. As an independent consultant, he advises founders, boards, and leadership teams on marketing strategy, organizational transformations, restructuring, and the design of scalable operational models built for transformative growth. At industry events and industry forums, Steven Lash San Diego is increasingly known for connecting two themes that often get discussed separately: innovation and sustainability. He has argued that long term organizational health depends on treating sustainability not as a compliance line item but as a source of business model innovation in its own right. “Sustainability and innovation are not two different conversations. They are the same conversation,” said Steven Lash. “Organizations that build sustainability into their operating model from the start tend to discover entirely new categories of value. That is where transformative growth actually comes from.” His ongoing work with innovative entrepreneurs and forward thinking organizations continues to reflect that view, blending entrepreneurial thinking, marketing strategy, and operational discipline into engagements designed to position clients for long term resilience. About Steven Lash Steven Lash is an entrepreneur, independent consultant, strategic advisor, and thought leader based in San Diego. A patent holder with business method patents to his name, he brings three decades of leadership in operations, business model innovation, and organizational transformations to his advisory practice. He holds a BS in Business from SUNY Binghamton and an MBA from the University of San Diego, and he is a speaker at industry forums and an active participant in professional communities including the Society for Human Resource Management (SHRM). His work focuses on entrepreneurial insight, sustainability, scalable operational models, and visionary leadership for innovative entrepreneurs and organizations pursuing transformative growth.

Charles Foust Calls for Sharper Priorities in Public School Leadership

Executive Leadership Coach Charles Foust shares a practical case for narrowing district focus to a small set of high-impact goals. Why Scattered Priorities Stall Progress North Carolina, USA, 14th May 2026, ZEX PR WIRE — Public school districts often try to address every challenge at once. Charles Foust, an Executive Leadership Coach with Leadership Plus and a former superintendent of New Hanover County Schools and Kansas City Kansas Public Schools, argues that approach is one of the biggest reasons systems struggle to improve. Foust has spent more than 20 years in public education, leading districts serving over 24,000 students and managing budgets up to $600 million. He says the leaders who deliver real change are the ones willing to cut their priority list down to what actually moves outcomes. A Three-Part Standard for District Focus Foust outlines three commitments he believes every district leadership team should hold itself to: Pick a small number of priorities. Three to five high-impact goals, not fifteen. Anything beyond that becomes noise. Align people, resources, and strategy behind them. A goal without funding, staffing, and a clear plan is a wish. Stay with them long enough to see results. Transformation is a process, not a single initiative or school year. In New Hanover County Schools, this approach coincided with academic proficiency moving from 50% to 61.1%, placing the district in the top 10 academically proficient districts in North Carolina. In Kansas City Kansas Public Schools, several schools achieved double-digit growth in one year. What School Boards Can Do This Quarter Foust suggests boards and superintendents take three concrete steps before the next planning cycle: List every active strategic priority on one page. If it does not fit, the list is too long. Rank each priority by direct impact on student outcomes. Cut anything that does not clearly connect. Assign a single accountable leader to each remaining priority and review progress on a fixed monthly cadence. The goal is not more activity. It is fewer initiatives executed well. What Leaders Need in Return Foust also points to a second pattern. Districts often ask leaders to deliver strong results without giving them the structure or coaching to succeed. He believes that has to change. Investing in principal and central office leadership development, he says, is one of the highest-return decisions a district can make. About Charles Foust Charles Foust is an Executive Leadership Coach with Leadership Plus, based in Wilmington, North Carolina. He previously served as Superintendent of New Hanover County Schools and Kansas City Kansas Public Schools, and held senior roles in Union County Public Schools and Houston ISD. He was named Southeastern Superintendent of the Year for 2024-2025 and received the Lifetime Achievement Award from the National Black Leadership Caucus-Southeastern Region in February 2026. More information is available through his LinkedIn profile.

Medtide Inc. Honored with 2026 Forbes China Industry Development Leading Enterprise Award

Shanghai, China – On March 18, 2026, Frost & Sullivan and Forbes China Group jointly hosted the 2026 FORBES CHINA PIONEER INNOVATORS ININDUSTRY DEVELOPMENT SELECTION GALA BANQUET at the Bulgari Hotel in Shanghai. The awards, co-initiated by Forbes China Group and Frost & Sullivan, feature one main category—the “2026 Forbes China Industry Development Pioneer Innovators “—and three sub-categories: “2026 Forbes China Industry Development Leading Enterprises,” “2026 Forbes China Industry Development Innovative Brands,” and “2026 Forbes China Industry Development Emerging Analysts.” A total of 86 individuals and enterprises received honors. Leveraging its prominent position and comprehensive capabilities in the CRDMO sector, Medtide Inc. (hereinafter “Medtide” or “the Company”) was awarded the title of “2026 Forbes China Industry Development Leading Enterprise.” Medtide (HKEX: 03880.HK) is a global CRDMO company specializing in peptides and oligonucleotides. Originally founded as Chinese Peptide Company in 2001, the company has accumulated over 25 years of industry experience and evolved into an integrated service platform covering the entire drug development lifecycle—from early discovery and clinical research to commercial manufacturing. Supported by its commercial production base in Hangzhou, China, and ongoing capacity expansion in the United States, Medtide has established delivery capabilities that meet the standards of major global regulatory authorities, serving pharmaceutical and biotechnology clients worldwide. I. A Pioneer in the Global Peptide CRDMO Sector: 25 Years of Expertise Forging a Robust Technical Moat As a pioneer in the global peptide CRDMO sector, Medtide has dedicated over 25 years to peptide synthesis and related services, building end-to-end capabilities spanning early drug discovery, preclinical research, clinical development, and commercial manufacturing. In the field of peptide synthesis, the company has established a formidable technical moat, achieving an average success rate of over 99.95% in new molecule synthesis. In terms of its technology platforms, the company has developed seven proprietary systems: OmniPeptSynth™, PeptiConjuX™, PeptiNucLide LinkTech™, GreenSynth Innovations™, Impurity Screening™, GreenPepisolate™, and DisulfideDetect™. Among these, the PeptiConjuX™ platform focuses on peptide-drug conjugate development, integrating advanced modification technologies such as on-resin cyclization, N-methylation, glycosylation, and various forms of PEGylation. The PeptiNucLide LinkTech™ platform specializes in radionuclide conjugate drug synthesis, representing the company’s core in-house solution in the peptide–radionuclide conjugation space. Building on its deep technical expertise in peptides, Medtide has strategically expanded into oligonucleotide CDMO services, covering preclinical research, clinical development, and commercial manufacturing stages, thereby further strengthening its comprehensive TIDES service capabilities. With respect to regulatory compliance, the company continues to enhance its global delivery capabilities. Over the past five years, it has successfully passed five FDA on-site GMP inspections, multiple inspections by other overseas regulatory bodies including the TGA, and nine on-site GMP or registration inspections by the NMPA. In 2025, the company obtained ISO 22716:2007 certification and secured marketing approvals in China for goserelin acetate and linaclotide APIs. Notably, the company’s semaglutide API has been placed on the U.S. FDA Import Alert 66-80 Green List, signifying its compliance with U.S. Current Good Manufacturing Practice (cGMP) requirements and its eligibility for entry into the U.S. market. II. Capitalizing on the GLP-1 Era: Charting a New Course for High-Quality Growth Medtide has keenly seized the strategic opportunity presented by the rapid expansion of the global peptide drug market, with a strategic focus on pipeline development in the GLP-1 domain. According to Frost & Sullivan analysis, the global peptide drug market grew from USD 60.7 billion in 2018 to USD 89.5 billion in 2023. As of December 31, 2025, Medtide had initiated nine NCE GLP-1 molecule development projects with seven clients, covering both oral and injectable dosage forms (Source: Medtide 2025 Annual Report). Concurrently, the company’s active project portfolio comprises over 300 ongoing CDMO projects, with its service footprint extending to more than 50 countries and regions worldwide. The company’s cGMP-compliant manufacturing facility in Hangzhou’s Qiantang Site completed its expansion in the second half of 2025, with the addition of 3,000-liter SPPS reactors and 50-inch purification columns. Following this expansion, the facility now offers an annual peptide API production capacity exceeding one metric ton, with batch sizes surpassing 50 kg, further strengthening its commercial-scale manufacturing capabilities. Meanwhile, the Rocklin, California production base in the United States commenced facility retrofitting and equipment installation in the second half of 2025. Targeting an annual capacity of 300 kg upon completion, poised to become one of the largest peptide API production capacities in the United States. Medtide will continue to advance its corporate strategy of “Going with the Compounds.” Leveraging its integrated peptide and oligonucleotide technology platforms, the company aims to capture long-term growth opportunities in the global TIDES market and deliver end-to-end services—from discovery to commercialization—for pharmaceutical and biotechnology clients worldwide.

Ramon Aparece Makes the Case for Sustainable Golf Course Management in Florida

The Palm Beach County superintendent demonstrates that water efficiency and championship playing conditions are not mutually exclusive. A Different Starting Point Florida, USA, 14th May 2026, ZEX PR WIRE — When Ramon Aparece took over at Gulf Dunes Golf Club in Sarasota, Florida, the conversation in golf course management was still largely treating environmental responsibility as something that happened after playability was secured. Aparece did not operate that way. His starting point was the soil and the water table, not the green speed report. That approach, applied consistently over seven years, produced a 28 percent reduction in water consumption, more than 35 acres converted to drought-resistant turf species, and Audubon Cooperative Sanctuary designation for the course. The greens were still fast. The fairways were still playable. The water bill was lower. What the Numbers Actually Mean In a state where water resources face increasing pressure from population growth, agricultural demand, and climate variability, a 28 percent reduction in water use across a golf course is not a minor operational note. It is a demonstration that the model most courses are still using is not the only model available. Aparece brought the same logic to Palm Vista Country Club in Palm Beach County, where he now manages a 27-hole championship layout on a $2.8 million annual budget. Drone-based NDVI mapping replaced guesswork with data. Precision irrigation replaced schedule-based watering with conditions-based watering. SubAir systems gave the team real-time control over drainage and moisture levels. The Technology Is Not the Strategy Aparece is clear that the tools are not the strategy. The strategy is preventative agronomy: addressing the soil before the symptom, managing water as a limited resource regardless of the current supply, and building turf systems that do not require reactive intervention to stay healthy. That philosophy was developed over two decades working in Florida’s most demanding turf environments, from the PGA Tour conditions at TPC Sawgrass during his internship years to the coastal salinity challenges at Naples Grande, where he worked as Assistant Superintendent from 2004 to 2011. What Other Courses Can Take From This Aparece has spoken publicly about sustainable turf practices through the Florida Golf Course Superintendents Association and through his mentorship work with Palm Beach State College students. His argument is direct: the courses that build sustainability into their operational model early will be better positioned as water costs rise and regulatory pressure increases. The courses that treat it as optional will face those conditions unprepared. For superintendents or course managers exploring a similar approach, Aparece suggests starting with an honest water audit, moving from blanket pesticide programs to targeted integrated pest management, and investing in irrigation data systems before the cost of not having them becomes visible. About Ramon Aparece Ramon Aparece is the Golf Course Superintendent at Palm Vista Country Club in Palm Beach County, Florida. He holds a Bachelor of Science in Turfgrass Science from the University of Florida and a Certified Golf Course Superintendent (CGCS) designation from the Golf Course Superintendents Association of America. He received the Environmental Stewardship Award from the South Florida Golf Association in 2020 and was nominated for the FGCSA Superintendent of the Year Award in 2021. More information is available at ramonaparece.com.

Danielle Siwek Calls for Clearer Workforce Planning Standards as Companies Navigate Ongoing Corporate Restructuring

Danielle Siwek, Strategic Planner at Emerson’s Measurement Solutions group in Mound, Minnesota, shares practical frameworks for helping organizations plan ahead during periods of structural change. The Gap Between Change and Planning Minnesota, USA, 14th May 2026, ZEX PR WIRE — Corporate acquisitions and restructuring events have become a routine feature of organizational life. For the employees and HR professionals working inside those changes, the pace rarely slows long enough to build lasting structure. Danielle Siwek has spent nearly a decade working inside some of those periods, moving through two corporate acquisitions and a spin-off across her tenure at Open Systems International, AspenTech, and Emerson. Her observation, formed across those experiences, is consistent: organizations that struggle most during transitions are those that treated planning as something to do after the change, not before it. What Workforce Planning Actually Requires Siwek argues that effective workforce planning is not a reactive process. It requires knowing what a business will need twelve to eighteen months out, not what it needs today. That means understanding which roles are critical to continuity, which skills are at risk of becoming gaps, and how organizational design decisions made in the short term will shape capacity in the long term. For HR professionals embedded in fast-moving organizations, this kind of forward thinking can feel like a luxury. Siwek has consistently made it a priority, even in generalist roles where the day-to-day demands were significant. The Community Dimension of Workforce Stability Workforce planning is not only a business concern. When organizations plan poorly, the effects extend beyond their walls. Employees face unexpected role changes, geographic disruptions, and career uncertainty. Siwek’s involvement with organizations including the Red Cross, Soles 4 Souls, and Bridging reflects a view of professional responsibility that extends to the broader community. Stable employment is a precondition for stable lives. HR professionals and strategic planners who understand that connection, she suggests, bring a different quality of attention to their work. A Starting Point for Organizations Siwek recommends that organizations review their workforce planning assumptions at least once per year, even in stable periods, and more frequently when structural changes are anticipated. The goal is not prediction but readiness. Organizations that understand their talent picture with clarity are better positioned to absorb change without losing momentum. One Step to Take This Week Map the three roles in your organization whose departure would most significantly disrupt operations. For each, identify whether a succession plan exists, whether skills are documented, and whether a second person could perform the function at a basic level. That exercise alone will surface more useful information than most annual planning processes. About Danielle Siwek Danielle Siwek is a Strategic Planner within Emerson’s Measurement Solutions group in Mound, Minnesota. Her HR career spans nearly a decade and includes roles at Village Automotive Group, Open Systems International, AspenTech, and Emerson across generalist, supervisor, manager, business partner, and principal levels. She holds a degree from the University of St. Thomas and maintains community partnerships with the Red Cross, Soles 4 Souls, and Bridging. More information is available at DanielleSiwek.com.

Paris Human Rights Mobile Exhibit Brings Civic Education to a Busy Public Space

On Europe Day, volunteers distributed 1,500 educational items on human rights and their history, drawing steady public attention in the French capital. Brussels, Belgium, 14th May 2026 — A mobile human rights exhibit held in central Paris on 9 May brought a visible public education initiative to one of the city’s busy pedestrian areas, where residents and visitors were invited to learn more about the Universal Declaration of Human Rights and the long history of human rights ideas.The exhibit, set up in a highly visible tent, drew the attention of passers-by throughout the day. Around 15 volunteers took part in the initiative, distributing approximately 700 flyers inviting people to visit the stand and 800 educational booklets presenting human rights and their historical development in accessible language.The activity coincided with 9 May, widely marked across the European Union as Europe Day, a date associated with peace, cooperation and the civic values that shaped post-war Europe. In that context, the Paris exhibit placed human rights education at street level, offering short conversations, printed materials and visual displays to people of different ages and backgrounds.The mobile exhibit presented human rights not as an abstract legal concept, but as a practical subject connected to daily life, dignity and civic responsibility. Visitors were able to view panels, receive booklets and speak with volunteers about the origins and meaning of fundamental rights, including the importance of education in making those rights understood by younger generations.The initiative forms part of the broader human rights education work supported by members and groups of the Church of Scientology, inspired by the writings of Scientology founder L. Ron Hubbard, who placed strong emphasis on human dignity, moral responsibility and the role of education in improving society. In France and across Europe, Scientology volunteers have taken part in public information activities focused on human rights, drug prevention, literacy, moral values and community support.The Paris event also reflected the wider civic education approach promoted through Scientology Europe’s EU Values campaign, which presents European values such as human dignity, freedom, democracy, equality, rule of law and human rights as principles that require understanding and practical application in daily life. By placing educational materials directly in a public space, the Paris exhibit connected the universal language of human rights with the European civic framework in which those rights are protected and discussed.“Human rights become meaningful when they are understood by ordinary people, not only by institutions,” said Ivan Arjona, representative of the Church of Scientology to the European Union, the OSCE, the Council of Europe and the United Nations. “An exhibit like this in Paris reflects a very European idea: that dignity, freedom of conscience and responsibility belong in public life. It is also fully aligned with the spirit of Europe’s values, which depend on citizens who know their rights, respect the rights of others and take responsibility for building more inclusive communities.”The Paris volunteers reported that the tent’s visibility helped bring a constant flow of people past the exhibit. Some stopped briefly to take a flyer, while others entered the tent, asked questions or received booklets. The format allowed the materials to reach both local residents and international visitors passing through the area.The booklets distributed during the day presented the development of human rights through history, including the modern understanding reflected in the Universal Declaration of Human Rights, adopted by the United Nations General Assembly in 1948. By using simple language and visual presentation, the exhibit aimed to make the subject accessible to people who may not usually engage with formal legal or institutional documents.For the volunteers, the activity was also a practical expression of civic participation. Human rights education campaigns often depend on direct contact with the public, particularly in urban spaces where people from many cultures, languages and social backgrounds meet. In Paris, a city closely associated with the history of rights, citizenship and public debate, the mobile exhibit provided a setting where those themes could be presented in a direct and approachable way.The Church of Scientology has long supported educational and social betterment campaigns carried out by its churches, missions and volunteers. These initiatives include human rights awareness, drug prevention, disaster response through Volunteer Ministers, and moral education based on common-sense principles. While each activity is adapted to local circumstances, the common emphasis is on prevention, education and individual responsibility.The Paris exhibit reflected that approach. Rather than focusing on ceremony or speeches, the event relied on visibility, printed educational materials and one-to-one engagement. The presence of volunteers throughout the day allowed people to receive information at their own pace, ask questions and continue on their way with materials they could read later.The Church of Scientology, its churches, missions, groups and members are present across the European continent. Scientology Europe reports a continent-wide presence through more than 140 churches, missions and affiliated groups in at least 27 European nations, alongside thousands of community-based social betterment and reform initiatives focused on education, prevention and neighbourhood-level support, inspired by the work of Scientology founder L. Ron Hubbard.Within Europe’s diverse national frameworks for religion, the Church’s recognitions continue to expand, with administrative and judicial authorities in Spain, Portugal, Sweden, the Netherlands, Italy, Germany Slovakia and others, as well as the European Court of Human Rights, having addressed and acknowledged Scientology communities as protected by the national and international provisions of Freedom of Religion or belief. Media Contact Organization: European Office Church of Scientology for Public Affairs and Human Rights Contact Person: Ivan Arjona Website: https://www.scientologyeurope.org Email: Send Email Address:Boulevard de Waterloo 103 City: Brussels State: Brussels Country:Belgium Release id:45058 The post Paris Human Rights Mobile Exhibit Brings Civic Education to a Busy Public Space appeared first on King Newswire. This content is provided by a third-party source.. King Newswire is a press release distribution agency. 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