When the Search for Home Becomes a Lesson in Belonging

NY Weekly Staff on July 27, 2026

A Children’s Adventure Story Explores Bravery, Misunderstanding, Acceptance, and Finding a True Sense of Belonging.

A Small Character with a Meaningful Wish

Finding a place to belong is a universal desire, and it can be especially meaningful when introduced to children through a warm and accessible story. In A Home for Josefina, author Kathy Andreozzi follows a determined guinea pig whose greatest wish is to find a permanent home and a loving family.

Josefina lives at Pedro’s Pet Shop in the Sud América neighborhood of El Puerto de Santa María, Spain. Pedro treats every animal with care and kindness, but life inside the pet shop is still temporary. The animals hope that someone will eventually choose them and take them home.

Josefina shares that hope. However, as the other guinea pigs are adopted one after another, she remains behind. Watching them leave makes her feel increasingly lonely. She begins to wonder why no one has selected her and whether she will ever experience the comfort of having a family of her own.

Rather than continuing to wait, Josefina decides to take control of her situation.

When the door of her cage is accidentally left open, she sees an opportunity to begin searching for a home herself.

Entering an Unfamiliar World

Josefina’s first moments outside the pet shop are filled with excitement, but that excitement quickly turns into fear. The street is busy with people and moving cars, and the small guinea pig realizes that the world beyond her cage is much larger and more confusing than she expected.

Still, Josefina continues her search.

Her first stop is a grocery store. Surrounded by food, including sweet carrots, she briefly believes she has found an ideal place to live. The store appears to offer everything she needs. However, the customers and workers misunderstand what they see. Mistaking Josefina for a rat, they shout and frighten her away.

The encounter introduces one of the story’s central ideas: people can react negatively when they make assumptions without taking the time to understand.

Josefina has done nothing intentionally harmful. She is simply hungry and searching for safety. Yet because the people in the store do not recognize her for who she is, she is treated as something dangerous or unwanted.

Hope Followed by Disappointment

After escaping the grocery store, Josefina enters a dress shop. The colorful dresses and welcoming interior make her imagine that she may have finally discovered a comfortable home. She even begins looking for a dress that might fit her.

Once again, her hopeful moment is interrupted.

The people in the shop mistake her for a rat and attempt to catch her. Josefina is forced to escape through an open window. She later discovers a bakery filled with freshly prepared bread, cookies, donuts, cakes, and pies. The inviting smells and abundance of food make the bakery appear even more promising than the places she visited earlier.

Josefina climbs onto the counter and begins eating a donut. However, the baker notices her, and the familiar panic begins again. Customers and workers shout while someone suggests using a broom to remove her.

After escaping for the third time, Josefina becomes exhausted and discouraged.

Each location looked welcoming from the outside, but none offered the understanding or acceptance she needed.

Bilingual Dialogue and Cultural Setting

The use of English and Spanish dialogue gives Josefina’s journey a distinctive cultural dimension. Her thoughts and emotions are often expressed in both languages, connecting the story to its setting in Spain while giving young readers an introduction to simple Spanish expressions.

The bilingual dialogue is incorporated into the action rather than presented as a formal language lesson. This allows children to understand the meaning of each phrase through context, emotion, and repetition.

For bilingual households, this approach may provide an opportunity to see familiar language represented in a children’s story. For readers who are beginning to encounter Spanish, the book offers an approachable introduction to commonly understood words and expressions.

The two languages also reinforce the universal nature of Josefina’s emotions.

Whether she expresses herself in English or Spanish, her wish remains the same: she wants to feel safe, loved, and included.

An Unexpected Turning Point

As the day grows late, Josefina becomes tired and hungry. She reaches a beautiful house surrounded by a wall and finds a small opening that allows her to enter the yard. While eating grass in the warm sunlight, she hears a low growl. A large white-and-brown dog named Paco approaches and demands to know why she is in the yard.

Terrified, Josefina hides beneath a woodpile.

Paco remains nearby, leaving her feeling trapped. She eventually attempts to run, only to find herself caught once again.

At this point, Josefina believes she may be in serious danger. Instead, she hears the voice of a young boy named Joey. Joey does not respond with fear or hostility. He sees Josefina as a small animal in need of help. He picks her up gently, comforts her, and asks her name. When Josefina explains that she is searching for a permanent home and family, Joey offers her exactly what she has been hoping to find.

Home as More Than a Place

The story’s conclusion shows that a home is defined by more than food, clothing, shelter, or physical comfort. The grocery store had food. The dress shop offered beautiful surroundings. The bakery was filled with tempting treats. Yet none of those places gave Josefina the acceptance she needed.

Joey and his family provide something different.

They recognize her, listen to her, and welcome her. Paco also apologizes for frightening Josefina and explains that he was protecting the family home. His willingness to make peace allows the two animals to begin their relationship with understanding rather than fear.

Through this resolution, the story presents belonging as an emotional experience. A true home is a place where someone is not merely allowed to stay but is treated with kindness, protection, and affection.

A Story That Encourages Conversation

The book’s themes may support conversations among parents, teachers, librarians, and young readers. Children can discuss why the people in the shops reacted as they did, how Josefina felt when she was misunderstood, and what made Joey’s response different.

The story can also introduce discussions about pet adoption, responsible animal care, courage, cultural language, and the importance of not judging others too quickly. Josefina’s journey remains playful and adventurous, but the message beneath it is clear. Kindness can change the direction of someone’s life, and acceptance can transform an unfamiliar place into a genuine home.

Josefina’s journey closes on the two ideas that carried her through it. Courage keeps hope alive, and kindness gives every heart a place to belong.

Author Name: Kathy Andreozzi

Book Title: A Home for Josefina

Publishing Soon by: Lumera Publishing

Joe Mozden Jr: Hard-Earned Lessons for Leaders Seeking Purpose-Driven Careers

NY Weekly Staff on July 27, 2026

By Natalie Johnson

For experienced executives weighing their next move, the idea of transitioning into mission-driven work often feels like a trade-off: do more good, earn less. Joe Mozden Jr, CEO of Global Learning Exchange and a growth leader with a career spanning healthcare, education, SaaS, and data analytics, argues that framing is wrong. The real opportunity, he says, is a double win. A high-impact role that pays well and changes how you think about work entirely.

“Don’t underestimate how much happier it’ll make you in your job. And don’t think that doing that type of work means you have to take a pay cut,” Mozden says. “You can still have good pay, good growth, and good personal growth opportunities in such a role.” For Mozden, that shift came after years of leading growth in traditional corporate settings. Working across developing countries in Africa and South America, and in US healthcare focused on underserved communities, he found that the roles with the clearest human impact were also the ones that demanded the sharpest business discipline.

Without Margin, There Is No Mission

One of the most common failure points Mozden has observed in mission-driven organizations is the breakdown between passion and financial sustainability. Teams that are deeply committed to a cause can lose sight of the business fundamentals that make that cause viable long-term. “Mission still has to be tempered with the reality that you’re running a business,” he says. “Without margin, there is no mission. Your goal is to change the world through your mission, and the business itself is your funding machine.”

Mozden describes two distinct internal audiences that leaders in this space must actively manage. The first is the mission-passionate team members who are willing to pursue goals at any financial cost. The second is the operationally focused individuals who track every dollar but can lose sight of the organization’s broader purpose. Neither group is wrong, he says, but both need each other. “You need to spend time with the people who are mindful of the mission, reminding them of financial realities. And you need to spend time with your operators, reminding them why you’re doing this in the first place,” Mozden explains. “It’s not that one side is right, and one side is wrong. It’s about making sure each group has an appreciation and awareness for what the other does.”

The Mindset That Separates Growth from Plateau

Across the five industries he has worked in, Mozden has identified that what separates organizations achieving real growth from those that stagnate is a cultural commitment to change, iteration, and honest reckoning with failure. “You have to know where you want to be, where you are today, and what has to change to bridge that gap,” he says. “Once you create that path forward, it is unequivocally going to change. So you have to be open to that, and open to failure. The question is never whether something will go wrong. It’s whether your business model is flawed or your approach was off, and how you iterate to get back on track.”

Mozden also points to the underrated advantage of entering a new industry without deep institutional assumptions. Rather than projecting certainty he doesn’t yet have, he leads with transparency, telling teams openly that he is new to their world and actively looking to learn. In his experience, that approach builds trust faster than false authority. “I think it’d be disrespectful to come in and say I know the exact answer,” he says. “But I will tell you I’m comfortable, I’m going to get ramped up. And I think there’s a way of leveraging your newness to the industry to bring new energy and let people know you’re open to being educated.”

In his current work in South Africa, this approach has opened doors that a conventional business development strategy would not have. His organization’s data and analytics training program aligns directly with South Africa’s government initiative, the Fourth Industrial Revolution, creating partnerships that reach from corporate partners to the President’s office. “Think about who else benefits from the work you’re doing,” Mozden advises. “Not just who your customer is, but who in the broader arena stands to gain. Politicians, foundations, government agencies. That’s where the partnerships in this space often come from.”

A Different Kind of Opportunity

Mozden is candid about the trade-offs. Capital is harder to raise in mission-driven contexts, particularly when work involves developing countries or US government-adjacent healthcare programs. Investor concerns around unfamiliar legal frameworks, government instability, or public agency involvement are real, and timelines for partnerships move significantly slower than in traditional corporate environments.

However, for executives who have spent careers optimizing for profit alone, the shift offers something harder to measure, and, in Mozden’s view, far more valuable. “There are roles that don’t just improve lives in the general sense, they can literally change the trajectory of a person’s life, their family, their village,” he says. “Smarts, motivation, dedication, those are spread evenly across the globe. What’s not spread evenly is opportunity. If you can bring that opportunity to someone who’s never had it, that to me is the ultimate win-win. A great job. And work that is truly impacting the lives of others.”

Follow Joe Mozden Jr on LinkedIn for more insights.

Building Better Communities Starts With Better Leadership

NY Weekly Staff on July 27, 2026

How Bryan Karp and Anthony Loffredo’s different paths shaped a shared philosophy on real estate.

By Elliot Mercer

Walk through almost any neighborhood, and you’ll notice something that has very little to do with architecture.

Some apartment communities feel alive.

The landscaping is maintained. Common spaces are cared for. Residents take pride in where they live.

Others tell a different story.

For Bryan Karp and Anthony Loffredo, those differences rarely begin with bricks, pavement, or paint.

They begin with leadership.

After decades of combined experience in real estate, finance, and business, the two have come to believe that the most successful properties aren’t defined by when they’re built or how much they cost. They’re defined by the people responsible for caring for them long after the paperwork has been signed.

That belief comes from two very different life experiences.

Bryan Karp didn’t build his career through a traditional path.

Growing up with learning challenges that made conventional education difficult, he learned to rely on persistence, relationships, and an unwavering work ethic. Over more than two decades in real estate, he built a reputation by consistently showing up, solving problems, and earning trust one relationship at a time.

Anthony Loffredo’s path couldn’t have been more different.

As a Certified Public Accountant, his professional foundation was built on discipline, organization, and thoughtful decision-making. His experience auditing hedge funds and private equity firms taught him how successful organizations evaluate risk, build systems, and make decisions designed to stand the test of time.

Individually, those experiences shaped two very different professionals.

Together, they created a shared philosophy.

They believe real estate is ultimately about stewardship.

To them, owning or managing property carries a responsibility that extends far beyond maintaining buildings. It means creating places where people feel safe, respected, and proud to live. It means making decisions that strengthen neighborhoods over time instead of focusing only on the next transaction.

Throughout their careers, they’ve watched markets change, interest rates fluctuate, and technology reshape the industry.

What hasn’t changed is the importance of leadership.

Properties perform best when they’re managed with a long-term mindset.

Photo Courtesy: BJK Photos

That means addressing maintenance before it becomes a problem. Listening to residents. Investing in the details that improve everyday life. Recognizing that lasting improvements are rarely the result of one big decision, but hundreds of thoughtful ones made consistently over time.

The pair believes one of the most overlooked opportunities in today’s housing market isn’t always building something new.

It’s recognizing the potential that already exists.

Across the country, established apartment communities continue to serve working families every day. With thoughtful leadership, careful planning, and consistent care, they believe those communities can continue serving residents for generations to come.

For Karp and Loffredo, that perspective has shaped every stage of their careers.

Success isn’t measured by headlines.

It’s measured by whether a community is stronger because of your involvement.

As technology continues to transform real estate, they expect operations to become faster and data to become smarter.

But they don’t believe technology will replace the qualities that matter most.

Integrity.

Accountability.

Consistency.

And genuine care for the people who call a community home.

Because in the end, they believe buildings don’t create great communities.

People do.

Why Breath of Life Gives Respiratory Therapists a Place to Breathe

NY Weekly Staff on July 27, 2026

Every day, respiratory therapists step into rooms where a single breath can determine everything. Their work happens in intensive care units, emergency departments, rehabilitation centers, and hospital wards, often during moments when patients and families face fear, uncertainty, and difficult decisions. While much attention is given to the people receiving treatment, the emotional well-being of the professionals providing that care is rarely discussed.

Amy Pollock’sBreath of Life: A Faith Centered Journal for Respiratory Therapists enters that conversation with remarkable clarity. Rather than offering another clinical reference or productivity guide, the journal acknowledges an often-overlooked reality. Those who spend their careers helping others breathe also need space to process their own experiences.

The journal arrives at a meaningful moment for the healthcare profession. Conversations surrounding burnout, compassion fatigue, and emotional exhaustion have become increasingly common, yet practical resources created specifically for respiratory therapists remain limited. The author addresses that gap by offering a structured daily practice built around gratitude, Scripture, prayer, clinical reflection, and personal renewal. Instead of asking readers to simply move on to the next shift, the journal encourages them to pause, reflect, and recognize the emotional weight they carry.

That perspective comes with credibility. Amy has served as a registered respiratory therapist for 38 years, including caring for critically ill patients in COVID intensive care units during one of the most demanding periods in modern healthcare. Her experiences are not presented as dramatic stories seeking attention. Instead, they quietly shape every page, giving readers prompts that acknowledge the realities of long shifts, difficult outcomes, unexpected victories, and the quiet moments that often stay with healthcare professionals long after they leave the hospital.

One of the journal’s greatest strengths is its understanding that resilience is built intentionally. Daily entries begin with Scripture and gratitude before moving into reflections about patient interactions, clinical decisions, moments of compassion, personal challenges, and prayers for strength. Weekly review sections encourage readers to evaluate emotional health, celebrate victories, strengthen boundaries, and refocus on their purpose. The result is a rhythm that values both professional excellence and personal well-being.

Faith serves as the journal’s foundation without overshadowing its practical usefulness. Biblical passages and guided prayers accompany reflective exercises that invite honesty rather than perfection. Whether readers are celebrating successful recoveries or grieving difficult losses, the journal creates room for both gratitude and sorrow. It recognizes that emotional health is not built by ignoring hardship but by acknowledging it with intention.

The book also shows something often forgotten about respiratory therapy: its influence extends beyond medical procedures. Every calm conversation with an anxious family, every reassuring word spoken during a crisis, and every act of compassion becomes part of a patient’s experience. The author reminds readers that these moments matter just as much as clinical expertise, reinforcing the idea that caregiving is measured not only by outcomes but also by presence.

As healthcare systems continue searching for better ways to support frontline professionals, Breath of Life offers a meaningful contribution to that effort. It recognizes respiratory therapists as people carrying both professional responsibilities and personal burdens. In doing so, Amy Pollock has created more than a journal. She has offered healthcare professionals something they seldom give themselves. Permission to care for the person behind the clinician, one reflection, and one breath, at a time. Get your copy using this link.

Topical Skincare Strategies for Managing Stubborn, Acne‑Prone Skin

NY Weekly Staff on July 27, 2026

You’ve probably already tried the three‑step drugstore routine that promised clear skin in two weeks. Maybe it worked for a bit, then stopped. That’s the frustrating thing about acne‑prone skin: it doesn’t play by the same rules for everyone, and what clears up your coworker’s face might do nothing for yours. Once you understand why that happens, the whole process of picking products stops feeling like guesswork.

Your Skin Isn’t Being Difficult on Purpose

Acne forms when oil, dead skin cells, and bacteria get trapped inside a pore, and the pore swells in response. Some people just make more oil than others. Some pores clog more easily, full stop, and genetics has a lot to do with that.

So when your friend’s skin clears up on a product that does nothing for you, it’s not that you’re doing something wrong. Your skin is reacting to a different set of triggers. And adult acne is far more common than people expect, especially in women dealing with hormone shifts around their cycle, pregnancy, or coming off birth control.

What a Routine That Actually Works Looks Like

Here’s the part nobody wants to hear: more products usually make things worse, not better. A working routine is usually smaller than you’d think, just a few things chosen well and used long enough to see if they help.

Wash Your Face Like You Mean It, Not Like You’re Punishing It

Scrubbing harder isn’t going to speed anything up. It irritates the skin, and irritated skin tends to break out more, not less. Twice a day with a gentle, oil‑free cleanser is plenty. If your face feels tight and squeaky after washing, that’s not a sign it’s clean. That’s a sign the barrier just got stripped.

Pick an Ingredient Based on What You’re Actually Dealing With

Not all acne ingredients are doing the same job, which is why grabbing whatever your friend swears by can backfire.

Benzoyl peroxide goes after the bacteria that cause inflamed, red pimples. Salicylic acid works more on clogged pores, so it tends to help with blackheads and whiteheads. Adapalene, a retinoid, speeds up how fast skin cells turn over and keeps pores from clogging in the first place, which makes it more of a long‑game ingredient than a quick fix. Azelaic acid is gentler and helps calm redness while fading the dark marks left behind after a breakout heals.

For what it’s worth, the dermatology guidelines updated in 2024 point to benzoyl peroxide and topical retinoids as having the strongest evidence behind them, and a lot of people do better combining the two rather than betting everything on one.

Some Breakouts Need More Than a Dab of Spot Treatment

A little whitehead usually responds fine to the ingredients above. But those deep, sore bumps that sit under the skin for a week or two and never quite come to a head? That’s a different animal.

These deeper cystic breakouts may require a more targeted approach. A dermatologist-recommended cystic acne ointment may help calm visible inflammation more effectively than a spot treatment intended for surface-level pimples. Treating a cystic breakout the same way as a blackhead can often leave people feeling more frustrated than when they started.

The Habits Sabotaging You Without You Noticing

A few things quietly undo even a good routine:

• Popping or picking, which pushes bacteria deeper and raises your odds of scarring

• Swapping products every week instead of giving one a real 6- to 8-week trial

• Skipping moisturizer because oily skin “shouldn’t need it,” which can actually push your skin to produce even more oil

• Wearing heavy, fragranced makeup that sits in your pores all day

It’s Not Always Just What’s on Your Face

Topical treatment deals with what’s happening on the surface. But sometimes the real driver is something else entirely. Ongoing digestive trouble has been tied to skin issues that show up alongside other symptoms, and shifting hormone levels can play a similar role in why breakouts flare at certain points in life. If your skin refuses to settle no matter what you put on it, it’s worth looking past the bathroom shelf for a minute.

When to Stop Buying Products and Book an Appointment

If breakouts are leaving marks or scars behind, if two months of consistent use hasn’t budged anything, or if you’re dealing with cysts instead of pimples, that’s your cue. A dermatologist has access to things a drugstore aisle doesn’t, like prescription‑strength retinoids or oral medication. The American Academy of Dermatology points out that gentle, consistent care paired with the right ingredient tends to beat an aggressive, constantly‑changing routine almost every time.

Clear skin rarely shows up overnight, and acne‑prone skin rewards patience more than experimentation. Keep it simple, give it time, and bring in a professional when a breakout is clearly asking for more than what’s sitting in your cabinet.

Disclaimer: This article is intended for general informational and editorial purposes only. It does not provide medical, dermatological, diagnostic, or treatment advice, and it should not be relied upon as a substitute for guidance from a qualified healthcare professional. Skincare needs, acne causes, product suitability, treatment results, and ingredient tolerance can vary based on individual skin type, medical history, hormones, medications, and other factors. Readers should consult a licensed dermatologist or healthcare provider before starting, changing, or combining acne treatments, especially when dealing with cystic acne, scarring, pregnancy, chronic skin conditions, or persistent breakouts. References to skincare ingredients, dermatology guidance, and related skin health information are provided for general context only and should be independently reviewed by readers.

How Online Lenders Differ From Banks for Small Business Funding

NY Weekly Staff on July 27, 2026

The competitive relationship between online working capital lenders and traditional banks is no longer a debate about legitimacy or safety. It is a straightforward performance comparison across specific dimensions that matter to small business owners, and on the dimensions that matter most, the online market leaders are consistently winning.

Why Bank Small Business Lending Became Slow and Documentation-Heavy

Traditional bank lending for small businesses was not designed to be slow, inaccessible, or documentation-heavy as a deliberate policy choice. It evolved that way because the technology available to bank underwriters for most of the industry’s history required manual review of assembled historical documents, sequential approval processes where each review stage was completed before the next began, and physical asset evaluation that required appraisers and site visits to produce collateral values. These process requirements combined to produce the multi-week timelines, extensive documentation burdens, and collateral demands that have defined the bank small business lending experience for generations of business owners. The technology underpinning all of these process steps has changed fundamentally in the past decade. The bank processes themselves, at most traditional institutions whose infrastructure and regulatory environments create significant inertia against rapid process transformation, have not changed at the same pace as the technology that could enable them to improve.

Online performance-based lenders like Fundivi were built from the ground up on the new technology rather than adapted to it through a process of incremental modernization of existing institutional infrastructure, which is the fundamental reason why the process difference between applying at Fundivi and applying at a traditional bank is not a matter of degree but of a fundamental kind. The two processes are not slower and faster versions of the same underlying approach to the same problem. They are structurally different methodologies that evaluate different data, make different types of decisions, operate on different timelines, and produce outcomes that are genuinely incomparable in their speed, accessibility, and transparency rather than merely different along a single speed dimension. Understanding this structural difference is the prerequisite to using each channel appropriately for its specific strengths.

The Five Performance Dimensions Where Online Lenders Lead

Application speed is the first and most visible dimension. A Fundivi application takes a few minutes and requires only bank account connection and basic business identification. A traditional bank small business loan application requires assembling two to three years of tax returns, current financial statements, personal financial statements, business plans, and supporting schedules that collectively take three to six hours to prepare and often require professional accounting support.

Approval timeline is the second dimension. AI underwriting at online platforms completes in minutes for standard profiles. Traditional bank underwriting takes two to four weeks at minimum, and complex applications take longer. For businesses with time-sensitive capital needs, the difference is between solving the problem and watching it compound while the approval process runs.

Qualification accessibility is the third dimension. Bank minimum credit scores of 640 to 680, two- to three-year operating history requirements, and collateral expectations that exclude asset-light businesses systematically exclude a large portion of qualifying small businesses whose current performance would support the advance. Performance-based direct lenders qualify on bank account revenue, with credit scores as low as 550 to 580 and operating history minimums of six months.

Cost transparency is the fourth dimension where the performance difference is both clear and consequential in dollar terms. Bank loan total cost is frequently distributed across rate, origination fees, closing costs, documentation preparation fees, and annual maintenance fees that require careful assembly from multiple separate disclosure documents to calculate accurately as a single total cost figure. Many business owners accept bank loan offers without completing this assembly and discover the full cost only when reviewing the loan statement after funding. Online lenders, including Fundivi, present the complete total repayment amount in specific, unambiguous dollar terms before any commitment is made, allowing accurate total cost comparison against competing offers before any acceptance obligation is created.

Relationship independence is the fifth dimension. Bank credit access is frequently tied to the primary banking relationship and subject to reduction or elimination when the bank adjusts its portfolio. Direct lending relationships are driven by the business’s current performance rather than by the bank’s institutional decisions, providing a more stable and predictable capital access structure for businesses whose growth plans depend on consistent working capital availability.

Businesses comparing the two channels can review qualification criteria and product options on Fundivi’s business funding prequalification page. The company’s July 2026 same-day funding announcement sets out its current operating footprint across the United States and Canada, and a syndicated version of that announcement covers its platform and product range in more detail. Broader category context on the online lending market is available through Best Rated Business Loans.

Where Traditional Banks Still Have Advantages

The performance comparison does not uniformly favor online lenders across all dimensions. Traditional banks offer lower interest rates for long-horizon, collateral-secured lending at amounts above what most direct lending platforms can accommodate. SBA products provide the longest available repayment terms and the lowest available rates for qualifying businesses that can accommodate the approval timeline. The sophisticated working capital strategy uses both channels for their appropriate purposes: online direct lending for speed-sensitive working capital, traditional lending for large, long-horizon capital needs where the rate differential justifies the process time.

Frequently Asked Questions

Is It Safe To Use An Online Lender Instead Of A Bank For Business Working Capital?

Online lenders vary widely, so the practical checks are whether the lender is BBB accredited, whether it holds the commercial lending licenses required in the states where it operates, whether borrower reviews are verifiable, and whether total cost is disclosed before any commitment is made. Fundivi is accredited by the Better Business Bureau, which publishes its rating and any complaint history on the BBB website. The same checks apply to any lender a business owner is considering.

Do Online Lenders Report To Business Credit Bureaus Like Banks Do?

Reporting practices vary by lender. Some online direct lenders report to commercial credit bureaus including Dun and Bradstreet and Experian Business, which allows the advance repayment to build business credit history. Others report only in default scenarios. Confirming the specific reporting practices of any lender before accepting an offer allows the business owner to factor credit-building value into the total cost comparison.

Can I Use An Online Working Capital Lender While Maintaining My Bank Relationship?

Yes. Using online working capital for speed-sensitive needs while maintaining a primary bank relationship for deposits, payroll processing, and other banking services is the most common and most effective combined approach. Banks rarely require exclusive business lending relationships, and maintaining both channels provides competitive options at each capital decision point.

What Online Lender Certifications Or Accreditations Should I Look For?

BBB accreditation is the most broadly recognized independent check on a company’s ethics and complaint-handling practices. State commercial lending licenses show that a lender is registered to operate where it does business. Beyond those two, the funding agreement itself is the most useful document a business owner can read, because the disclosed total repayment amount and the fee schedule describe a lender more precisely than any summary rating. fundivi is BBB accredited and states that it is licensed in the states where it operates.

How Does The Online Working Capital Approval Process Protect The Business From Predatory Terms?

The most effective protection is pre-commitment total cost disclosure, which lets the business owner see the complete cost before any commitment is made and compare it against competing offers. Soft-pull prequalification allows multiple lender comparisons without credit score damage. Reading the funding agreement rather than the summary offer is what shows whether the disclosed terms hold after signing.

What Is The Biggest Misconception About Online Working Capital Lenders?

The most persistent misconception is that all online lenders are equivalent and that the category is uniformly higher risk or higher cost than bank lending. In reality, the online market spans a wide quality range. Some platforms, Fundivi among them, publish pricing before commitment and hold BBB accreditation. Others disclose fees only after a business owner has signed. Comparing disclosed total cost across several lenders before applying is what separates the two, and that comparison is work the business owner has to do.

Are Online Working Capital Terms Negotiable?

At automated AI-driven platforms with algorithmic pricing, the specific rate and fee structure for any given profile is typically set by the model rather than by a negotiating loan officer. However, competing offers from other lenders provide external leverage, and established customers with a strong repayment history can often negotiate improved renewal terms. The most effective negotiating strategy is comparison-shopping before accepting rather than negotiating after.

Disclaimer: This article is for informational purposes only and does not constitute financial or lending advice. Loan terms, eligibility, rates, and funding times vary by lender and applicant. Approval is not guaranteed.

Dr. Ryan Polselli of Mammolink on Rebuilding Breast Cancer Screening Around the Patient

NY Weekly Staff on July 27, 2026

By: Eva Keller

Many people assume that if a woman has health insurance and an imaging center nearby, breast cancer screening is a solved problem. Dr. Ryan Polselli, founder and CEO of Mammolink, sees the data tell a very different story. More than half of women who should be getting annual mammograms simply aren’t, and the reasons have almost nothing to do with whether the test is available to them.

As a fellowship-trained breast radiologist from Emory University, Ryan spent years inside the traditional hospital system before walking away to build something he felt the field genuinely needed. In just three years, he bootstrapped Mammolink into a team of 90, completed more than 55,000 screenings across five mobile units, and earned consistently high patient ratings across roughly 1,900 reviews. The company now partners with employers like Walmart, Amazon, Costco, and Royal Caribbean.

When asked what he would do differently if he could rebuild Mammolink from scratch, Ryan didn’t hesitate. “I would probably emphasize more on the team,” he said. “Put in simplest words, fire fast. It probably put me back at least six months to a year had I actually taken my own advice there.” For Ryan, building a winning company is no different from building a championship team. There are good people who mean well and have great hearts, but talent is non-negotiable. “If you want to win, you’ve got to have the most talented people,” he said. He has another saying he repeats often, borrowed from an old movie: “When there is a doubt, there is no doubt.” Six months later, he says, you always wish you’d trusted your gut sooner.

That same instinct shapes how Mammolink treats patients. Ryan is quick to push back on being called a mobile mammography company, even though the buses are the most visible part of the operation. “We’re a patient-centric company,” he said. “You can’t be in breast imaging today and not have a mobile component and say you’re completely patient-centric, because it’s such an important piece of giving them access.” The team starts with a thought experiment: if this were a five-star experience, what would make it a six or seven? Patients answered clearly. Show up at work. Get me out for fifteen to thirty minutes. Don’t hurt me. Don’t surprise me with a bill. Don’t make me come back. Give me my results before I go to bed.

That last piece matters more than most people realize. The national average wait time for mammogram results sits between three and ten days, and Ryan believes the delay carries a quiet message. “By delaying it two to three weeks, or even a few days really, you’re basically saying, it’s not that important. You’re not that important,” he said. Same-day results flip that dynamic entirely. In some workplaces, Mammolink has meaningfully increased screening participation within a single year.

The economic case is just as compelling. Early-stage detection means a 99% five-year survival rate, less invasive surgery, less time off work, and often no chemotherapy at all. “When I see a mammogram that has breast cancer, and I know it’s early stage, I’m actually like, oh great, we found it, this patient’s going to be fine,” Ryan said. “I’ll talk to them in 10 years.”

Looking ahead, what excites Ryan most is the proprietary data Mammolink is collecting by observing patients in their natural environment rather than inside the artificial setting of a hospital. Combined with AI, that data set will let the company answer questions about biology, behavior, access, and outcomes that the field has never been able to answer before. “This is the most exciting thing about our company and the future of where we’re going,” he said.

Disclaimer: This article is for informational purposes only and does not constitute medical advice, diagnosis, or treatment. Individuals should consult a qualified healthcare professional regarding breast cancer screening schedules, risk factors, test results, and treatment options.

NYC Invests $10.2 Million to Remove Lead Paint From 63 NYCHA Child Care Centers by Fall 2026

NY Weekly Staff 2 on July 27, 2026

New York City is committing $10.2 million to permanently remove lead-based paint from 63 child care centers located on New York City Housing Authority campuses, with all abatement work scheduled for completion this fall. The announcement, made jointly on July 24 by Mayor Zohran Mamdani and NYCHA CEO Lisa Bova-Hiatt, marks the next phase of a lead abatement program that has already made more than 20,000 public housing apartments lead-free and driven reported cases of elevated blood lead levels among children in NYCHA housing to near-historic lows.

Key Takeaways

  • New York City is investing $10.2 million for complete and permanent lead-based paint removal at 63 child care centers on NYCHA campuses, with all work scheduled for completion by fall 2026.
  • NYCHA’s Lead-Based Paint Abatement Program has tested 97 percent of apartments, abated more than 20,000 units, and currently removes lead from 300 to 400 apartments monthly under a 2019 agreement with the U.S. Department of Housing and Urban Development.
  • Elevated blood lead level cases among children in NYCHA housing fell from 10 (February–April 2024) to 8 (same period, 2025) to 2 (same period, 2026), tracking with the pace of permanent abatement work.
  • The $10.2 million is part of a $195 million fiscal year 2027 capital plan for lead remediation, itself a slice of a $5.6 billion capital commitment to NYCHA that the administration describes as the largest in recent city history.

What Prompted the $10.2 Million Investment in NYCHA Child Care Centers?

The investment targets a specific and urgent gap in NYCHA’s broader lead remediation work. NYCHA operates 75 child care centers across its campuses citywide. All 75 had previously been tested through the Authority’s Lead-Based Paint Abatement Program, and six centers that tested positive for lead hazards have already undergone full abatement. The remaining 63 centers have been under regular inspection, with any deteriorating paint stabilized and repaired as conditions arose. The new funding changes the approach from ongoing monitoring and spot repairs to complete, permanent removal of all lead-based paint in those facilities — a one-time intervention designed to eliminate the need for continued monitoring entirely.

The distinction matters for the populations these centers serve. Child care facilities on NYCHA campuses primarily serve families living in public housing, many of whom have children under the age of six — the demographic group at highest risk for lead exposure. Lead-based paint that is intact does not pose an immediate inhalation or ingestion hazard, but deteriorating conditions in aging buildings mean that paint can chip, peel, or generate dust over time, creating exposure pathways that are difficult to eliminate through surface repairs alone. Full abatement removes the source material permanently.

NYCHA conducts inspections of all common facilities at a rate exceeding the national standard, and the Authority accelerates lead-based paint abatement in apartments where children under the age of six live or routinely visit. The child care center initiative extends that prioritization to shared spaces where young children spend significant portions of their day.

How Does This Fit Into NYCHA’s Broader Lead Abatement Program?

The child care center funding sits within a much larger capital commitment. The $10.2 million is part of a $195 million capital investment planned for fiscal year 2027 dedicated to testing and abating lead across NYCHA buildings citywide. That $195 million, in turn, is a component of a $5.6 billion capital commitment to public housing — described by the Mamdani administration as the largest city capital investment in NYCHA’s recent history.

The program’s origins trace back to a 2019 agreement between NYCHA and the U.S. Department of Housing and Urban Development. That agreement, reached after years of documented failures in NYCHA’s maintenance and safety practices, required the Authority to test and remediate lead hazards in both apartments and common areas across its portfolio. The work has been carried out under the oversight of a federal monitor.

The numbers from that program show measurable progress. NYCHA has completed lead testing in 97 percent of its apartment units. The Authority is currently abating between 300 and 400 apartments per month, and more than 20,000 apartments have been made permanently lead-free to date. NYCHA has reported that the Authority remains on track to meet the abatement goals set forth in the HUD agreement.

What Do the Health Outcomes Show?

The most concrete measure of the program’s effectiveness is the decline in elevated blood lead level cases among children living in NYCHA housing. Between February 1 and April 30, 2026, just two cases of elevated blood lead levels were reported among children in NYCHA apartments. During the same three-month window in 2025, eight cases were reported. In 2024, the figure was ten. That trajectory — a reduction from ten cases to two over a two-year span — tracks closely with the pace of apartment abatement and the Authority’s policy of prioritizing units where young children reside.

Deputy Mayor for Housing and Planning Leila Bozorg characterized the program’s scale in a statement accompanying the announcement, noting that the $10.2 million investment and the 20,000-apartment milestone reflect a deliberate strategy to address lead hazards proactively rather than responding to individual exposure incidents after the fact.

NYCHA CEO Lisa Bova-Hiatt pointed to the institutional infrastructure behind the numbers. Bova-Hiatt stated that the progress is the product of thorough testing, permanent abatement methods, and rigorous quality assurance at each stage of the process — a framework that the Authority built from scratch after signing the 2019 HUD agreement.

Why Does Lead Paint Abatement in Public Housing Carry Wider Significance for New York City?

NYCHA is the largest public housing authority in North America, managing more than 170,000 apartments across roughly 335 developments. The condition of its buildings affects hundreds of thousands of New York City residents directly and serves as a bellwether for public housing policy nationally. The Authority’s lead abatement work is being watched by housing agencies in other cities grappling with the same aging infrastructure and the same federal compliance requirements.

The broader context also includes the cost of inaction. Lead exposure in children is irreversible. Even low levels of lead in the blood are associated with cognitive delays, behavioral disorders, and long-term reductions in educational attainment and earning potential. The New York City Department of Health and Mental Hygiene maintains that there is no safe level of lead in the blood and recommends testing for all children at ages one and two, with additional testing for children living in high-risk housing. For families in NYCHA housing, the abatement program is designed to remove the primary source of that risk before exposure occurs.

The plan to abate all 63 remaining child care centers was developed in coordination with NYCHA’s federal monitor, adding an additional layer of external accountability to the timeline. With the fall 2026 target, the Mamdani administration has committed to a specific deadline — a detail that advocates and oversight bodies will be positioned to track as the work progresses through the summer and into autumn.

FAQs

Are all NYCHA child care centers currently unsafe for children?

No. All 75 child care centers on NYCHA campuses have been tested, and six that tested positive for lead hazards have already been fully abated. The remaining 63 centers are under regular inspection, and any deteriorating paint has been promptly stabilized. The $10.2 million investment shifts the approach from ongoing monitoring to complete, permanent removal, eliminating the source material rather than managing it through repeated repairs.

When will the lead abatement work at child care centers be completed?

NYCHA and the Mamdani administration have committed to completing all abatement work at the 63 child care centers by fall 2026. The plan was developed in coordination with NYCHA’s federal monitor, and the timeline provides an external accountability mechanism.

How does NYCHA prioritize which apartments receive lead abatement?

NYCHA accelerates lead-based paint abatement in apartments where children under the age of six live or routinely visit. The Authority tests and remediates based on risk factors, with the broader program abating 300 to 400 apartments monthly across its portfolio of more than 170,000 units.

What should parents in NYCHA housing do if they suspect lead exposure?

New York State law requires blood lead testing for all children at ages one and two. Parents concerned about lead exposure can contact the New York City Department of Health and Mental Hygiene or visit the city’s lead poisoning prevention page for information on testing, identifying hazards, and preventing exposure. Lead-based paint is considered a hazard when it is peeling, chipping, or otherwise damaged.

The Decisions That Shape a Career: How Risk, Reinvention, and Negotiation Built a Business Philosophy

NY Weekly Staff on July 27, 2026

For Mary Masamo, founder of Mandayo Global Ltd and a business strategist working with service providers and startups expanding across Africa, career growth has never really come from one defining breakthrough. It has come from a series of uncomfortable decisions that forced her to trust herself before she felt fully ready. The biggest one, she says, was leaving a stable job altogether. It was not dramatic on the outside, but internally it came down to one thing: letting go of certainty and figuring out how to stand on her own judgment.

That moment changed how she sees everything that came after it. Freedom, in Mary Masamo’s view, is not just about flexible hours or choosing clients. It is about ownership of decisions. Who to work with. What to accept. What to walk away from. That shift, she says, did not feel like a big leap so much as a reset, a point where success stopped being about titles and started being about control over direction.

Before building her business, Mary Masamo’s path was shaped by moments that did not feel significant at the time but became important in hindsight. One of those came during a leadership change at a previous job. New systems were introduced, the structure tightened, and the work became more about navigating internal processes than doing the work she originally signed up for.

It was frustrating. That part is honest. But instead of pulling away completely, she focused on what she was learning in the middle of it, how to communicate under pressure, how to manage difficult conversations, and how to stay steady when things around her changed without warning. What felt like disruption at the time eventually became training in adaptability.

That ability to pull lessons from uncomfortable situations shows up again and again in how she approaches business. For Mary Masamo, negotiation is not just something that happens at a contract table. It starts much earlier, in how people see their own value before they ever speak to a client. One of the earliest versions of this came when she had to negotiate her way into studying abroad after high school. She was born in Kenya, and moving to the United States was not just about ambition. It also meant dealing with real concerns from her family about independence and health.

Looking back, she describes that experience as her first real negotiation. Not because of money or contracts, but because it taught her something simple: opportunity does not just depend on desire. It depends on how clearly you can communicate what you want and how prepared you are to take responsibility for it.

That idea now runs through her coaching work with service providers and founders. Across industries, she sees the same pattern. People do not always lose opportunities because they lack skill, but because they do not negotiate from a place of clarity. They adjust too quickly. They soften their value too early. Or they treat pricing as a reaction instead of a structure.

She has also seen how this plays out in more complex, high-stakes situations. In one international deal she worked on, a cross-border acquisition ran into a major issue when translation and legal documentation did not fully align. Important financial risk was missed because of misinterpretation, and what initially looked like a solid deal turned into something much heavier once the full picture came out.

Instead of letting the entire deal fall apart, she pushed for a different structure, breaking the acquisition into parts and separating what was profitable from what was not. It was not the original plan, but it created a version of the deal that actually made sense once everything was on the table.

Experiences like that are part of why she does not separate creativity from business. In her work, problem-solving always depends on context, the market, the people involved, the resources available, and how flexible the thinking is around the solution. That is especially important when working with startups and professionals trying to enter African markets, where systems do not always behave the way global templates expect them to.

In that sense, flexibility becomes less of a personality trait and more of a business advantage.

A lot of her approach also comes from how she was raised. Mary Masamo often credits her mother for shaping her mindset early, especially around work ethic, confidence, and decision-making. She was encouraged to ask for what she wanted directly, even if it felt uncomfortable, but she was also taught that every decision carries consequences. That balance, confidence without carelessness, still guides how she works today.

At the center of everything, her definition of success is simple. It is not titles or income on their own. It is how much freedom you actually have in your life. Freedom to choose your clients. Freedom with your time. Freedom to step back when needed. Freedom to move differently when you want to.

That is the foundation behind Mandayo Global Ltd and her coaching work, not just helping people raise their prices or tighten their offers, but helping them think differently about control, decision-making, and how they position themselves in the market.

For Mary Masamo, the goal is not just better business results. It is a different relationship with work entirely.

To learn more about her work, visit www.marymasamo.com or explore Mandayo Global Ltd. Follow @mary_masamo on social media for insights on pricing, negotiation, and building service-based businesses that are designed for freedom, not just income.

The AI Race in July 2026: Model Launches, Infrastructure Bets, and a Fractured Partnership Signal a New Phase of Competition

NY Weekly Staff 2 on July 27, 2026

The artificial intelligence industry entered a new level of competitive intensity in July 2026, with simultaneous frontier model launches, a $30 billion infrastructure commitment from the market’s dominant player, and a high-profile legal rupture between two companies that were collaborating just two years ago. Taken together, the events of the past several weeks describe an industry no longer racing to prove capability — but racing to control the infrastructure, partnerships, and computing resources that will determine who can actually deliver AI at scale.

Key Takeaways

  • On July 9 and 10, three frontier AI labs — OpenAI, Anthropic, and xAI — had publicly available frontier models simultaneously for the first time in AI history, with GPT-5.6, Claude Fable 5, and Grok 4.5 each targeting different segments of the market.
  • OpenAI announced Project Camellia on July 22, a 3.2-gigawatt data center campus in Effingham County, Georgia, with an initial investment of at least $20 billion and a full build-out expected to exceed $30 billion.
  • Apple filed a federal trade secret lawsuit against OpenAI on July 10 and simultaneously confirmed that the rebuilt version of Siri will run on Google Gemini rather than ChatGPT, ending a prominent two-year partnership.
  • Energy availability — not model architecture or capital — is emerging as the defining constraint on the AI competitive landscape through at least 2028, with Project Camellia’s power not arriving until a phased delivery between 2028 and 2032.

What Happened When Three Labs Launched at Once?

July 9, 2026, marked what industry observers described as the most competitive single day in AI model history. OpenAI launched GPT-5.6 Sol, Terra, and Luna for all ChatGPT users and API developers. SpaceXAI launched Grok 4.5 publicly with an Opus-class performance claim. For the first time since the Fable 5 export control ban began on June 12, every major frontier AI lab had a publicly available model simultaneously.

The three models are not direct competitors for the same workloads. Claude Fable 5 retook the coding lead at a reported 80.3 percent on SWE-Bench Pro. GPT-5.6 Sol targets hard math and professional agents. Google’s Gemini 2.5 Pro with Deep Think leads science and reasoning benchmarks, reporting 82.4 percent on GPQA Diamond. Grok 4.5, priced at $2 per million input tokens, positions itself as a cost-efficiency alternative rather than a raw performance contender. The competitive picture that emerges is not a single leaderboard but a segmented market where each model leads in a different domain — and where pricing strategy matters as much as benchmark results.

The simultaneous availability itself carries significance beyond the individual model specs. For the previous 19 days, Anthropic’s Fable 5 had been under a Commerce Department export control suspension following a reported jailbreak demonstration involving software vulnerabilities, which had restricted access globally regardless of user location. The July 1 restoration, followed by the July 9 multi-lab launch window, reset the competitive dynamics after a period in which regulatory action had functioned as a de facto market constraint.

Why Is OpenAI Spending $30 Billion on a Georgia Data Center?

OpenAI announced plans on July 22 to build a data center campus in Effingham County, Georgia, committing $20 billion to the project in order to qualify for a local incentive package. The facility, named Project Camellia, is located within the Savannah Gateway Industrial Hub about 45 minutes outside of Savannah, and would be the first data center that OpenAI is designing and building itself. Bloomberg reports the full build-out will exceed $30 billion, making it one of the largest single AI campus commitments ever disclosed.

The campus will draw 3.2 gigawatts of power from Georgia Power under a 25-year contract, delivered in phases between 2028 and 2032. That timeline is the critical detail for understanding what the investment actually signals. The compute scarcity constraining AI development in 2026 cannot be resolved by capital commitments alone — it is bottlenecked by energy infrastructure that takes years to build. A 3.2-gigawatt order placed today does not produce usable computing capacity until 2028 at the earliest, meaning the labs competing hardest right now are doing so on infrastructure already built or already under contract.

Project Camellia also introduces a new cost line that reflects how the infrastructure bottleneck has shifted. OpenAI is also designing a custom AI accelerator chip called Jalapeño, optimized for Transformer matrix multiplication in large language model inference, targeted for first deployment in the second half of 2026. Vertical integration — from chip design to campus construction to model training — represents a strategic bet that end-to-end control of the compute stack will produce cost advantages that cloud-dependent competitors cannot match.

What Does the Apple-OpenAI Break Mean for the Industry?

The legal and commercial rupture between Apple and OpenAI, which became public on July 10 and 11, tells a broader story about how quickly AI partnerships are forming and dissolving. Apple sued OpenAI in federal court in Northern California, alleging trade secret theft, saying that the AI lab took the iPhone maker’s intellectual property in order to develop its own consumer hardware, with Apple stating the misconduct ran “at every level.”

Simultaneously, Apple’s rebuilt Siri, which shipped in June, dropped ChatGPT for Google’s Gemini as its underlying model, quietly ending OpenAI’s privileged spot inside iOS after two years. The practical consequence is significant: the Siri deal unlocks a large market with Apple’s installed base of more than two billion active devices, shifting that distribution channel entirely from OpenAI to Google’s Gemini.

The partnership collapse illustrates a structural tension running through the AI industry’s current phase. Labs need distribution — through device manufacturers, enterprise software platforms, and consumer applications — to generate the revenue that funds frontier research. Device and platform companies need AI capability to differentiate their products. But as AI labs build their own hardware and consumer products, they become direct competitors to the device companies they depend on for distribution. The cooperation phase, as one industry observer framed it, is ending.

Frequently Asked Questions

What is GPT-5.6, and how does it differ from previous OpenAI models?

GPT-5.6 is OpenAI’s current flagship model family, released to general availability on July 9, 2026, after a government-coordinated preview period. It ships in three tiers: Sol, the flagship for hard reasoning, coding, and professional agent tasks; Terra, which delivers comparable quality to the previous GPT-5.5 at lower cost; and Luna, optimized for cost-sensitive workloads. GPT-5.6 Sol leads the Terminal-Bench 2.1 benchmark at 91.9 percent among OpenAI’s published evaluations.

What is Project Camellia?

Project Camellia is OpenAI’s planned 3.2-gigawatt, 1,400-acre data center campus in Effingham County, Georgia, announced July 22, 2026. The four-building facility represents at least $20 billion in disclosed investment, with a full build-out reported to exceed $30 billion. Georgia Power will deliver power in phases between 2028 and 2032 under a 25-year contract. It is the first data center OpenAI has designed and built itself, rather than leasing capacity from cloud providers.

Why did Apple switch from OpenAI to Google Gemini for Siri?

Apple’s partnership with OpenAI began in 2024, allowing Siri users to route certain queries to ChatGPT as an opt-in feature. The relationship deteriorated over concerns about integration depth and delivery timelines on both sides. Apple announced in January 2026 that it would use Google Gemini for its rebuilt Siri, and the Gemini-powered version shipped in June 2026. Apple then filed a federal trade secret lawsuit against OpenAI on July 10, 2026, making the partnership breakup both commercial and legal in nature.

How does energy availability affect the AI competitive race?

Frontier AI models require enormous amounts of computing power for both training and inference, and that power is limited by energy infrastructure that takes years to expand. Project Camellia’s 3.2 gigawatts of contracted capacity will not be operational until between 2028 and 2032, meaning the compute available to AI labs in 2026 is effectively fixed by decisions made years earlier. Labs with more compute access can train larger models faster, serve more users at lower cost, and develop the agentic applications that require continuous model calls to complete multi-step tasks.

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