Sara Stamford on Writing Anna in The Lost Souls

By: Jessica Suarez

There is a particular challenge in writing a character who is manipulative, genuinely in pain, darkly funny, and occasionally frightening in the same chapter. The risk is that the reader will stop caring about her, that the manipulation will cancel the pain, that the destruction will overwhelm the humanity underneath it. In The Lost Souls, Sara Stamford writes Anna at her most complex without ever losing her compassion for the woman beneath the behavior.

That balance was intentional and required constant attention. Stamford always saw Anna as more than her worst moments. She can be manipulative and destructive, but underneath that is someone carrying a lot of pain and trying to survive it in ways that aren’t always healthy. Having compassion for a character doesn’t mean excusing their behavior. It means trying to understand what brought them to that moment.

The Marionette and the Music

Anna describes herself at one point as a marionette dancing to the rhythm of her own music. That image captures something essential about her. She performs a version of herself for the world around her, a life of confidence and dream-fulfillment that she eventually acknowledges is a sham and a staged performance. The performance is so practiced and so complete that it has become almost impossible to separate from the person underneath it.

Stamford’s title speaks directly to this. Anna is one of the lost souls of the novel’s central concern, someone who has lost herself while trying to be who the world around her expects her to be. Her version of Los Angeles is a city that demands you look a certain way, know the right people, and constantly prove that you belong. She has been proving it for so long that she has forgotten she was ever doing anything else.

The Kitchen and the Knife

One of the most difficult scenes in the novel involves Anna in Patrick’s kitchen with a knife. Stamford was clear about what she wanted readers to feel in that moment. She didn’t want them to simply see Anna as dangerous or unstable. She wanted them to feel how lost Anna had become, drowning in her own fears and anguish.

That is a harder thing to write than a simple villain scene. It requires holding the character’s interior pain as primary, even while the external behavior is alarming. The scene works because Stamford never steps back from Anna’s perspective long enough to judge her from the outside. The compassion doesn’t disappear at the moment the behavior is most difficult. It deepens.

Connection as a Lifeline

Anna’s darkest moments in the novel are written with a specific and important counterweight. When thoughts of ending her life surface, they are pulled back by Shane’s face or Elizabeth’s smile, which Anna clings to like lifelines. Stamford was deliberate about this dynamic.

She wanted to show that even in Anna’s darkest moments, she still had hope. Shane and Elizabeth couldn’t save her. But they reminded her she wasn’t completely alone. That felt very important to capture: sometimes connection, even when it’s messy, can be the thread someone holds onto when everything else feels lost.

Patrick and Jasmine’s Complicity

Anna’s supporting cast is equally carefully drawn. Patrick is described as a heart surgeon who doesn’t have a heart. Jasmine is the wife displaced by Anna’s presence who still shows up with her Yorkshire Terrier and genuine concern. Both of them care about Anna. And both of them, through good intentions, become part of her unraveling.

Stamford wanted them to feel human rather than simply good or bad. Good intentions don’t always lead to good choices. Sometimes trying to protect someone, making excuses for them, or constantly rescuing them can actually enable their behavior. Their dynamic shows how easy it is to become part of someone’s unraveling without realizing it, especially when love, guilt, and responsibility get mixed together in ways that are impossible to fully separate.

A novel about pain, performance, and the complicated compassion we owe even our most difficult characters. The Lost Souls by Sara Stamford can be found on the book’s Amazon page.

David Moore and the Fight to Save 24/7 Media

By: Serg Fussaro

There are bad earnings calls, and there are career-defining moments of public failure. In the dark months after the dot-com crash, David Moore faced both. The CEO of 24/7 Media stood before staggering losses, a deep accumulated deficit, and eventually the phrase every CEO dreads seeing in a company filing: substantial doubt about the ability to continue as a going concern. He didn’t take questions on the call that followed because he knew what the questions would be. Within sixty days, most of his analysts were gone.

David drove home that night thinking at least it couldn’t get any worse. It got worse.

What got him out of bed the next morning, and every morning after that through a prolonged survival story of the dot-com era, is the core of The 24/7 CEO: The Battle for Survival That Helped Build Digital Advertising. It is a memoir that spans four decades in media and technology but centers on a dramatic survival story of the early internet era, told with the candor and specific detail of someone who has had enough distance to see it clearly and enough honesty to tell it whole.

The Phone and What It Represents

David came up in sales. He started at Turner Broadcasting in 1979, selling cable television to agencies that didn’t want to talk to him at a time when cable was considered a joke by everyone with a budget to spend. He learned something in those years that became the foundation of everything that followed: when things are bad, you pick up the phone and dial. That was true at Turner in 1981, and it was true at 24/7 in 2001. As long as there was someone left to call, they weren’t done.

That sounds simple enough to be a cliché until you understand what it meant in practice. It meant commissioning a thousand cold calls at a time when most people in the industry had already written 24/7 off and moved on to covering companies that still had a future worth covering. It meant asking every person who said no if they knew someone who might say yes. One of those calls eventually reached a man named Joe Waechter, who couldn’t invest but introduced them to Toshio Masuda, who represented a group of seventy-five to a hundred Japanese investors. David flew to Japan with his son Chris, who had just graduated high school. For reasons he still doesn’t fully understand, the investors gave Chris a standing ovation and took pictures with him. They walked out with an investment in exchange for a significant stake in the company. That was the first time in years they had actual runway, not just the illusion of one. That was when David knew they were going to make it.

What Never Giving Up Actually Looks Like

Dave Morgan, CEO of Simulmedia, called David the Winston Churchill of dot-com CEOs. From the inside, David says, it doesn’t look heroic. It looks like walking down a hallway to deliver news nobody asked to hear.

Late 2001, he called Mark Moran, the company’s general counsel, and got no answer. He walked the two doors down to Mark’s office, knocked twice, and opened the door to find ten senior executives with faces going pale. They were inquiring about the feasibility of a bankruptcy filing, more worried about their own severance than about saving the company they still worked for.

David told them to go to the conference room. He told them the truth in terms he thought they could absorb: he was not declaring the end anytime soon. If they were not with him, he could probably squeeze out a week of severance, but that was it. It is not the size of the dog in the fight, he told them. It is the size of the fight in the dog. They were taking it to the end.

He didn’t convince all of them. He didn’t need to. He just needed enough of them to still be standing when the call came in from Japan, when Judy held the stock above a dollar with forty-five minutes left on the clock, when the press releases went out every day for ten days to stay above delisting.

Never giving up isn’t a feeling. It is a decision you make in a room full of people who have already decided otherwise. David Moore made it repeatedly, over years, and the outcome was the eventual sale of the company to WPP. The book is the story of everything that happened between the going concern notice and that sale, told in full.

The survival story that helped build digital advertising. The 24/7 CEO by David Moore is available now on Amazon.

World Cup Delivered $2 Billion to New York City Economy as Brooklyn Visitor Spending Jumped 19%

The 2026 FIFA World Cup generated an estimated $2 billion in economic impact for New York City, according to a preliminary analysis released September 30 by the Mayor’s Office and the New York City Economic Development Corporation. Tournament spending supported about 12,100 jobs, and international card spending rose in Manhattan, Brooklyn, and Queens.

Key Takeaways

  • Direct visitor spending in New York City reached $1.2 billion, with another $162 million in operational spending tied to the tournament.
  • The New York-New Jersey region recorded $3.5 billion in total impact, above the $3.3 billion the Host Committee projected before the tournament.
  • New York City captured 56% of the regional economic impact and 70% of all visitor spending, even though every match was played in East Rutherford, New Jersey.
  • International Visa card spending rose 19% year over year in Brooklyn, 12% in Manhattan, and 6% in Queens during the tournament.
  • Hotel occupancy in the combined Bronx and Staten Island markets increased 6% over the 39-day event.
  • NYCEDC’s Choose NYC Summit drew more than 350 attendees from 150 businesses representing 34 countries.

New York City Captured the Majority of Regional World Cup Spending

The eight matches, including the July 19 final, took place at New York New Jersey Stadium across the Hudson. Even so, New York City ended up with most of the money. The NYCEDC figures show the city accounted for more than half of the region’s $3.5 billion total and more than two-thirds of direct visitor spending.

The gap between where the games were played and where the money was spent comes down to infrastructure. New York City’s hotel inventory, transit connections, and dense restaurant and retail corridors made it the natural base for visitors. The FIFA World Cup 2026 New York New Jersey Host Committee reports that 1.3 million match attendees and non-local visitors produced about $1.7 billion in regional visitor spending. With roughly $1.2 billion of that landing in New York City, the city kept most of what a stadium-centered event usually sends elsewhere.

The NYCEDC estimate, prepared with Tourism Economics, covers more than receipts from fans. It also includes purchases by businesses that supplied goods and services during the tournament and spending by workers and households whose income rose because of tournament activity. Officials describe the analysis as preliminary, so final figures may change.

Outer-Borough Growth Points to Wider Distribution

The borough-level data may matter more for small businesses than the headline total. Brooklyn’s 19% rise in international card spending was higher than Manhattan’s 12%. That suggests visitors went past Midtown and into neighborhoods that usually see a smaller share of tourist traffic. Queens recorded a 6% increase, and the Bronx and Staten Island saw hotel occupancy rise by the same margin.

That pattern lines up with the city’s programming during the tournament. The administration hosted more than 100 free watch parties across the five boroughs, turned more than 50 blocks into “Soccer Streets,” streamed matches on LinkNYC kiosks, and secured 1,000 affordable match tickets for residents. Business-facing efforts included a “$26 for 2026” dining special, the “Welcome World Rewards” program, and a World Cup Business Toolkit for local merchants.

Maya Handa, the city’s World Cup Czar, said agencies worked to drive foot traffic to businesses in all five boroughs and that the results showed the tournament worked for New Yorkers broadly. Nancy Mammana, Chief Marketing Officer of New York City Tourism + Conventions, said the programming brought visitors into neighborhoods across Manhattan, Brooklyn, Queens, the Bronx, and Staten Island.

Small Businesses and Hospitality Workers Absorbed the Demand

The 12,100 jobs supported by tournament spending spanned hospitality, food service, retail, and related sectors. For New York City’s roughly 183,000 small businesses, the World Cup worked as a 39-day stress test of how quickly neighborhood operators could take on international demand.

Mayor Zohran Kwame Mamdani credited deli owners, cab drivers, and line cooks with powering the tournament’s local economy. NYCEDC President and CEO Anthony Shorris pointed to restaurant servers, hotel workers, and small business owners as the people who turned a global sporting event into gains for the city.

Regional transit was also preparing for the surge well before kickoff. The accelerated transit investment the Port Authority tied to tournament preparation shows how infrastructure planning shaped the visitor experience that drove these spending figures.

Choose NYC Summit Used the Tournament to Court Global Investment

NYCEDC also used the World Cup to pursue longer-term business development. The Choose NYC Summit brought together more than 350 attendees from 150 businesses across 34 countries. NYCEDC also organized tours of Downtown Brooklyn, Long Island City, the Bronx, Union Square, and Sunset Park for international organizations considering expansion into New York City.

Alex Lasry, CEO of the Host Committee, said the investments, partnerships, and global visibility from the tournament will keep benefiting the region after the final whistle. Whether that turns into new leases, offices, or jobs will become clearer over the next several years.

 

Disclaimer: This article is based on preliminary economic impact estimates and data released by the New York City Mayor’s Office and NYCEDC. The figures, including visitor spending, jobs supported, and borough-level spending changes, may be revised as additional data becomes available. Economic impact estimates are not the same as direct revenue or profit, and the reported figures should not be interpreted as a guarantee of future economic activity. References to businesses, organizations, officials, and public programs are provided for informational purposes only.

 

FAQs

How much money did the World Cup bring to New York City?

The 2026 FIFA World Cup generated an estimated $2 billion in total economic impact for New York City. That figure includes $1.2 billion in direct visitor spending and $162 million in operational spending, according to a preliminary NYCEDC and Tourism Economics analysis.

How many jobs did the World Cup support in New York City?

Tournament-related spending supported about 12,100 jobs in New York City, mainly in hospitality, food service, retail, and related industries.

Where were the New York World Cup matches played?

All eight New York-New Jersey matches, including the July 19 final, were played at New York New Jersey Stadium in East Rutherford, New Jersey. New York City still captured 70% of regional visitor spending.

Which borough saw the largest increase in international spending?

Brooklyn recorded a 19% year-over-year increase in international Visa card spending during the tournament, compared with 12% in Manhattan and 6% in Queens.

Did the World Cup beat its economic projections for the region?

Yes. The Host Committee projected $3.3 billion in regional economic impact before the tournament. The updated estimate after the final came to $3.5 billion.

From a Yellow Python Book to Building a Community of Girl Coders

By: Elena Mart

Nicole Xu turned her own early struggles with coding into an all-girls coding club, SheCodes, and created opportunities for girls in Singapore to explore, experience, and participate in the field of technology

At Nexus International School in Singapore, Nicole Xu is often one of the few girls in the room. She is currently the only girl among eight students taking Higher Level Mathematics, Physics, and Computer Science in her year. But rather than simply noticing the imbalance, Xu has spent the past few years creating spaces where other girls could explore the world of coding alongside people who share their interests. She founded SheCodes, a coding co-curricular activity at Nexus, and later brought around 50 participants together for a SheCodes hackathon in October 2026. Her work is now extending beyond Singapore through Seeds of Light, a charitable project supporting coding opportunities for children in rural Yunnan, China.

The story started in 2021, when Xu was 15 and had just joined Nexus. She bought a thick yellow book about Python, excited to learn how to code. The book was packed with pages and had a Python snake on its cover. But instead of figuring everything out from the book alone, Xu quickly found her own way through coding with Ms Hemangi, the teacher who led the Hack Club at her school.

Early interest in coding & searching for a community

Ms Hemangi became an important teacher and role model for Xu as she began learning to code. Xu picked up Python quickly and soon began applying what she learned through her school’s Hack Club, where she could experiment with small projects and make games such as tic-tac-toe.

The more she learned, however, the more she wanted people around her who were equally interested in technology. Coding itself was not the barrier. Finding a community of people who shared her enthusiasm was.

The Hack Club gave her some of that community, while Ms Hemangi showed her what it could look like to have someone encourage and guide that interest. Those experiences would eventually influence the kind of environment Xu wanted to create for female students.

Photo Courtesy: Eric Matisse

Hackathons & Workshops

Xu began looking for opportunities to take her interest in technology beyond regular classes. She participated in three Nexus hackathons and a Lenovo hackathon, working with teams to develop projects around practical problems. Her Nexus teams won Best Impact and Best Pitch.

The projects allowed her to see coding as a way of building solutions rather than simply learning a programming language. One involved creating a map to help parents navigate the school’s layout. Another focused on helping women understand their rights, combining information about the law with a community where girls could seek help.

Xu also attended workshops focused on women in technology, where she encountered women building careers in fields in which women remain underrepresented. Seeing those examples broadened her sense of what was possible for her.

“I can see women leading in such field and how they succeeded in those fields. And I’m always inspired by them,” she says.

The experiences reinforced something Xu had already begun to understand: technical skills are only part of the picture. Having peers who share the same interests, and seeing people like themselves succeed in the field, can shape whether someone feels that they belong there.

Founding SheCodes

That idea eventually became SheCodes. Encouraged by Ms Hemangi, Xu launched the coding co-curricular activity at Nexus to give younger girls an accessible way into programming.

She did not want coding to feel like a wall of unfamiliar commands. She wanted students to be able to experiment and immediately see what their code could create. The idea partly came from a conversation with a friend who thought coding was boring.

“She felt like coding is just… just boring. So I want to create something visual. So make it more attractive,” Xu says.

Xu uses a block-based visual programming interface alongside Python Turtle, allowing students to give instructions that become drawings, shapes and patterns on screen. The emphasis is on making the process visible and creative, giving beginners an immediate result to work with.

For Xu, building interest and confidence is an important first step.

“It’s quite important to first build the interest and also build the confidence. I don’t want anyone just give up because they think it’s boring or something.”

SheCodes eventually grew beyond its regular sessions. In October, Xu organised a hackathon that brought around 50 participants together, giving girls the opportunity to work in teams and develop their own technology projects. It was another way of creating the kind of community Xu herself had been looking for when she first became interested in coding.

Photo Courtesy: Nicole Xu (block-based visual programming interface)

Expanding to Yunnan

As SheCodes developed at Nexus, Xu began thinking about whether the same idea could reach students beyond her own school. The project had shown her the value of creating an environment where young people could encounter coding, experiment with it, and find others who shared their interests. The next question was how to make that opportunity available to students who might not have the same access.

Through Seeds of Light, a charitable project, Xu is now working to bring coding opportunities to Yilege Primary School in Huangnihe Town, Fuyuan County, Yunnan.

The Yunnan project extends the thinking behind SheCodes into a different community. Instead of focusing only on girls at her own school, Xu is now working to give girls elsewhere an opportunity to encounter coding and build confidence with technology.

There is a fitting connection to the yellow Python book that started her own journey. Xu did not need to be convinced that coding was something she could learn. What she needed was a teacher who could show her how to begin and a community in which she could develop that interest.

Now, through SheCodes and Seeds of Light, she is trying to create those opportunities for other young women.