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Beyond Concorde: One man’s quest to bring back supersonic travel becomes reality

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When British Airways retired its Concorde fleet in 2003, few imagined that would be the demise of supersonic passenger travel for the foreseeable future. However, one man refused to accept it and has been striving to make his dream a reality since 2014, when he founded U.S. supersonic aircraft manufacturer Boom.

Blake Scholl’s vision to restore supersonic travel and make it both commercially viable and luxurious has been regarded by many as pie in the sky. However, his critics have been eating their words as the Boom’s demonstrator aircraft went supersonic four times in January 2025 to prove his concept.

Blake Scholl, CEO of Boom

Blake has always been interested in aviation and earned his private pilot’s license in 2008. However, his early career began as a software engineer with Amazon, eventually selling a small company to Groupon followed by multiple leadership roles with Groupon. He was inspired to start Boom after seeing Concorde in a museum and wondering why aviation had taken such a step backward with no contenders to replace the iconic aircraft. General wisdom said that supersonic travel was no longer financially viable, but Blake refused to accept that modern technology could not be applied to overcome the issues.

Blake decided to educate himself and “bought every textbook I could find, I took remedial calculus and physics classes along with an aeronautical design class. I started building a spreadsheet model of the airplane and the market.” This led him to believe that you could develop existing Boeing 787 technology and apply it to supersonic travel.

Using a carbon composite airframe and making it long and thin, you would need to put in twice as many engines. The aircraft should then be able to go twice as fast and reduce the cost of flying supersonic by about three-quarters, which was the major problem with Concorde.

Confident he had found a way forward, in 2014 he founded Boom.

Blake’s vision includes keeping pricing broadly in line with existing business class fares rather than Concorde, which was priced at first class levels “for rockstars and royalty”, beyond the reach of most people.

He expects the price for New York to London to be around $3,500 per ticket to break even, giving an expected fare of around $5,000. There are also plans for future models of their aircraft, Overture, to bring costs down even lower and be within reach of the average traveler.

He is also focused on ensuring that the onboard experience is as comfortable as possible, compared to Concorde’s seats which were more like something from a low-cost airline. Most airline manufacturers outsource their seating, but Boom is keen to keep this in-house and has a small team working on the designs.

Due to the shorter flights, there are no plans to include flatbeds, keeping costs and the aircraft’s weight down. With 64 seats, there is a dedicated baggage space for every seat so you don’t need to worry about boarding late and not finding room.

For now, Blake is keeping tight-lipped about the exact designs but promises something unexpected to wow customers. Passengers will also enjoy views of the earth from the edge of space as Boom will cruise and climb like Concorde up to an altitude of around 60,000ft. 

Overture will still be fuel intensive like Concorde, needing around double the fuel of conventional aircraft, but that just intensifies Boom’s desire to make aviation more sustainable. Most modern aircraft can only use around 50% sustainable aviation fuel (SAF) whereas Overture will be built to run on 100% SAF.

Currently, SAF is too expensive and in too short supply to be viable for mass supply. However, Blake believes that Boom may help increase the supply of SAF as they can support the additional cost due to passengers being willing to pay a premium for a supersonic flight. 

Blake has faced numerous setbacks along the way, such as finding out that the required airframe was 2000 lbs overweight when they were already halfway through building it. Each time under his leadership, the Boom team kept going until they found the solution. All the trials and tribulations finally felt worth it when Boom went supersonic for the first time. Blake says “I was watching the live stream and we watched the Mach number tick over to more than one, which was one of the greatest moments in my life.”  Not content with achieving what many people believed was impossible to bring back commercial supersonic flight, Blake is even more ambitious and plans to train to fly their supersonic aircraft. 

Boom’s demonstrator aircraft, XB-1, on its supersonic flight

Part of the commercial viability of Boom is down to its “Boomless” technology. While Concorde created a supersonic boom that limited its supersonic travel to being over water, Boom has found a solution to the issue.

In the six times they broke the sound barrier recently, the demonstrator did not create a single supersonic boom. Overture’s autopilot will continuously optimize speed for Boomless Cruise based on atmospheric conditions. Boomless Cruise is possible at speeds up to Mach 1.3, with typical speed between Mach 1.1 and 1.2. Once over the water where the sonic boom is not an issue, speeds of Mach 1.7 will be achieved.

With the Boomless Cruise, speeds are 40-50% faster than conventional airliners, which means a flight from New York to Los Angeles can be up to 90 minutes shorter. With a flight time of around 4 hours and the time difference, you can arrive only an hour after departure, local time. The longest the aircraft can fly continuously is around 4250nm, equivalent to around nine hours flying time at conventional speeds. However, longer flights such as Australia would be possible with a refueling stop, similar to how airlines operate today. It is hoped that the future generation of the aircraft will have an even longer range. 

Boom is working on a fairly short timeframe for delivering aircraft that Blake believes will carry fare-paying passengers within the next five years, with 2029 being the expected launch date. Production on the first aircraft will start in around 18 months with the first test flight expected in 2028.

The aircraft manufacturer already has 130 orders and pre-orders from multiple airlines, including American Airlines, United Airlines and Japan Air. It is interesting that the original operators of Concorde, Air France and British Airways, have not yet formally expressed an interest. Still, Blake is confident that once the concept is proven with firm orders, most major airlines will have to offer supersonic travel to compete. 

Rendering of Boom’s supersonic passenger aircraft

While the concept of supersonic aircraft may seem like a hugely costly endeavor, Blake believes in keeping team sizes small for both working together efficiently and keeping costs low. Due to this method of working, he believes that the company will break even by 2030, which is impressive so soon after the commercial launch of the aircraft.

The recent supersonic flights not only proved Blake’s critics wrong, but also culminated many years of hard work to make his long-held dream take flight. Blake Scholl’s unwavering vision and desire to do things differently may lead to Boom being as revolutionary to aircraft as Apple was to mobile phones. 

This story was originally featured on Fortune.com



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UBS follows Deutsche Bank by banning staff from working remotely on both Friday and Monday

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Swiss banking giant UBS has resisted following remote working hawks like JPMorgan and Goldman Sachs, who’ve mandated a full return to office. It has, however, taken a leaf out of another rival’s approach.

In an internal memo circulated on Thursday, first reported by Finews, UBS told staff they would be required to work from the office at least three days a week. In addition, the bank told its 115,000 employees that they would no longer be able to work from home on a Friday followed by a consecutive Monday.

“Our working approach is office-centric with flexibility, and we ask our employees to be in the office at least three days a week. Spending enough time in the office with colleagues fosters innovation, collaboration, and team productivity,” a UBS spokesperson told Fortune.

The approach is similar to that of Deutsche Bank last year, which, in calling staff back to the office, drew a new line in the sand by banning remote Fridays and Mondays. 

Many workers operating under a hybrid model opt to come into the office between Tuesday and Thursday, working their Mondays and Fridays remotely. Fridays in particular have proved popular among both bosses and employees as the remote day of choice.

The hawkish voices in the remote vs. in-office debate argue this trend has created a habit of lower productivity around the weekend as employees slow down into Saturday or ramp up more slowly to a Tuesday. Manchester United co-owner Jim Ratcliffe ordered his staff back to the office full-time in May last year when he realized email activity plunged on a Friday when most employees were remote.

One problem companies like UBS are more publicly happy to address is space. Many firms vacated office space during COVID-19 in order to cut costs when remote work looked like a permanent solution. 

UBS is no different. In London, the company has consolidated staff at its Broadgate HQ, where it sublet space during the height of remote working, after it also chose not to renew its lease at 1 Golden Lane. During that time, the company also integrated employees from the newly acquired Credit Suisse into its offices, putting a further crunch on space. A move to choose between a Monday and Friday should regulate attendance through the week.

Companies have also been left frustrated by thousands of square meters of office space going unused on the more unpopular Mondays and Fridays.

UBS’s move to balance out office working across the week is understood to be a move to better manage its office space. Deutsche Bank gave the same reasoning last year, with CEO Christian Sewing saying the motivation was to “spread our presence more evenly across the week.”

The latest policy introduced by UBS remains much more liberal than the group’s competitors in the banking sector, most notably JPMorgan. The group mandated a full RTO mandate that began in March. Already, though, staff have complained about inadequate space, poor Wi-Fi, and unwell co-workers.

This story was originally featured on Fortune.com



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Facebook ramps up TikTok battle by letting creators monetize their Stories

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  • Facebook has announced a new monetization program for creators. Facebook Content Monetization is meant to lure creators from TikTok as the company looks to build out its flagship social media property.

With the threat of a TikTok ban fading for now, Facebook is ramping up efforts to get creators to post their work on its platform.

The company has announced a new monetization program that will let creators make money simply by sharing photos and videos on the Facebook site. (Instagram has its own monetization program.)

Applications are being accepted at this website for the program’s beta. And at least one member of that beta program claims to have made $5,000 so far posting videos he would have normally posted without financial incentives.

Facebook has already sent invitations to one million creators to join the beta program, but is looking to expand it. Earnings will be based on engagement, total views, and plays. Public videos, reels, photos, and text posts are eligible to earn money.

Facebook has, for months, been trying to win the attention of creators. While Instagram has a healthy creator community, Meta’s flagship property has had trouble attracting them. In January, the company offered a $5,000 bonus to creators with an existing presence on other social platforms. TikTok remains the most popular destination for creators, but the lingering threat of that platform disappearing has made several of them diversify their outlets.

Over the course of the next year, the new Facebook Content Monetization program will replace Ads on Reels, In-Stream Ads and the Performance bonus programs. As part of the change, the company is streamlining its dashboard for creators to make it easier to see how their monetization efforts are going.

This story was originally featured on Fortune.com



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Struggling consumers skimp on chips and cigarettes as convenience store sales slip

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Consumers are forgoing bags of Doritos and packs of cigarettes as convenience stores across the U.S. face sales declines. It’s another sign of stress for Americans, who are dealing with ever-changing tariff policies, fears of stagflation, and a potential recession.

Sales volume at U.S. convenience stores dropped 4.3% in the year ending Feb. 23, according to data from Circana, a Chicago-based market-research firm, and first reported by the Wall Street Journal. Refrigerated and frozen products, tobacco, and general food sales saw some of the steepest declines.

The sales slip comes as working-class and middle-class households are pulling back spending and overall consumer sentiment is dropping due in part to President Donald Trump’s ongoing trade war and fast-changing tariff policies. Top CEOs like JP Morgan’s Jamie Dimon are becoming increasingly worried about the possible inflationary and recessionary effects of the president’s evolving policies.

There are other factors at play, like higher gas prices, WSJ reported. Though the cost is coming down now, it has been elevated, meaning people have less to spend on a quick snack or drink inside a gas station’s convenience store. And some consumers are looking for healthier options.

And it’s not just convenience items. Consumers say they are planning to pull back discretionary spending in a number of areas, according to McKinsey & Co., including apparel, footwear, and electronics. In general, Americans have less in their checking and savings to absorb higher prices.

That said, Jeff Lenard, vice president of media and strategic communications at the National Association of Convenience Stores, says some of the lost consumer dollars stores are experiencing in packaged food is going toward prepared food in the stores, so not all is lost. Still, he says consumer sentiment is not strong and stores “really need to fight for customers.”

This story was originally featured on Fortune.com



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