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Night vision goggles may have hampered Army helicopter pilots before crash with jet, experts tell NTSB

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The pilots of a U.S. Army helicopter that collided with a passenger jet over Washington in January would’ve had difficulty spotting the plane while wearing night vision goggles, experts told the National Transportation Safety Board on Friday.

The Army goggles would have made it difficult to see the plane’s colored lights, which might have helped the Black Hawk determine the plane’s direction. The goggles also limited the pilots’ peripheral vision as they flew near Ronald Reagan Washington National Airport.

The challenges posed by night-vision goggles were among the topics discussed at the NTSB’s third and final day of public testimony over the fatal midair crash, which killed all 67 people aboard both aircrafts.

Experts said another challenge that evening was distinguishing the plane from lights on the ground while the two aircraft were on a collision course. Plus, the helicopter pilots may not have known where to look for a plane that was landing on a secondary runway that most planes didn’t use.

“Knowing where to look. That’s key,” said Stephen Casner, an expert in human factors who used to work at NASA.

Two previous days of testimony underscored a number of factors that likely contributed to the collision, sparking Board Chairwoman Jennifer Homendy to urge the Federal Aviation Administration to “do better” as she pointed to warnings the agency had ignored years earlier.

Some of the major issues that have emerged so far include the Black Hawk helicopter flying above prescribed levels near the airport as well as the warnings to FAA officials for years about the hazards related to the heavy chopper traffic there.

It’s too early for the board to identify what exactly caused the crash. A final report from the board won’t come until next year.

But it became clear this week how small a margin of error there was for helicopters flying the route the Black Hawk took the night of the nation’s deadliest plane crash since November 2001.

Army Colonel Andrew DeForest told the NTSB that “flights along the D.C. helicopter routes were considered relatively safe,” but some pilots in the 12th Battalion that flew alongside the crew that crashed told investigators they regularly talked about the possibility of a collision because of the congested and complicated airspace.

The American Airlines jet arrived from Wichita, Kansas, carrying, among others, a group of elite young figure skaters, their parents and coaches, and four union steamfitters from the Washington area.

The collision was the first in a string of crashes and near misses this year that have alarmed officials and the traveling public, despite statistics that still show flying remains the safest form of transportation.

‘Significant frustration’

NTSB members scolded FAA officials during Friday’s hearing, accusing them of saying the right things about safety in public while failing to cooperate in private. They said the FAA has repeatedly refused to provide information requested by investigators.

Board member Todd Inman said there was “significant frustration between what’s actually occurring” and “what’s being said for public consumption.”

Frank McIntosh, the head of the FAA’s air traffic control organization, said he would start working immediately to make sure the agency complies with the investigation. McIntosh also acknowledged problems with the culture in the tower at Reagan National, despite past efforts to improve compliance with safety standards.

“I think there were some things that we missed, to be quite honest with you, not intentionally, but I was talking about how certain facilities can drift,” McIntosh said.

Homendy told McIntosh she believes agency leaders are sincere about wanting to improve safety, but the solution must be more than just sending a top-down message of safety and also actually listening to controllers in the field.

Questions over lack of alcohol testing

Tim Lilley, an aviation expert whose son Sam was a pilot on the passenger jet, said he’s optimistic the tragic accident will ultimately lead to some positive changes.

“But we’ve got a long way to go,” he told The Associated Press.

Lilley said he was particularly struck by the FAA’s lack of alcohol testing for air traffic controllers after the crash.

“And they made a bunch of excuses why they didn’t do it,” Lilley said. “None of them were valid. It goes back to a whole system that was complacent and was normalizing deviation.”

Homendy said during Thursday’s hearings that alcohol testing is most effective within two hours of a crash and can be administered within eight hours.

Nick Fuller, the FAA’s acting deputy chief operating officer of operations, testified that the controllers weren’t tested because the agency did not immediately believe the crash was fatal. The FAA then decided to forgo it because the optimum two-hour window had passed.

Controller didn’t warn the jet

FAA officials testified this week that an air traffic controller should have warned the passenger jet of the Army helicopter’s presence.

The controller had asked the Black Hawk pilots to confirm they had the airplane in sight because an alarm sounded in the tower about their proximity. The controller could see from a window that the helicopter was too close, but the controller did not alert the jetliner.

In a transcript released this week, the unidentified controller said in a post-crash interview they weren’t sure that would have changed the outcome.

Additionally, the pilots of the helicopter did not fully hear the controller’s instructions before the collision. When the controller told the helicopter’s pilots to “pass behind” the jet, the crew didn’t hear it because the Black Hawk’s microphone key was pressed at that moment.

‘Layer after layer of deficiencies’

Jeff Guzzetti, a former NTSB and FAA crash investigator, told the AP that a combination of factors produced this tragedy, like “holes that line up in the Swiss cheese.”

Any number of things, had they been different, could have prevented the collision, he said. They include the Black Hawks having more accurate altimeters, as well as a key piece of locating equipment, known as ADS-B Out, turned on or working. In turn, air traffic control could have seen the problem earlier.

Just a few feet could have made a difference, Guzzetti said.

“It just goes to show you that an accident isn’t caused by one single thing,” Guzzetti said. “It isn’t caused by ‘pilot error’ or ’controller staffing.’ This accident was caused by layer after layer of deficiencies that piled up at just the right moment.”

Ex-official: FAA and Army share blame

Mary Schiavo, a former U.S. Department of Transportation Inspector General, told the AP that both the Army and the FAA appear to share significant blame.

The Black Hawks’ altimeters could be off by as much as 100 feet and were still considered acceptable, she said. The crew was flying an outdated model that struggled to maintain altitude, while the helicopter pilots’ flying was “loose” and under “loose” supervision.

“It’s on the individuals, God rest their souls, but it’s also on the military,” Schiavo said. “I mean, they just seem to have no urgency of anything.”

Schiavo was also struck by the air traffic controllers’ lack of maps of the military helicopter routes on their display screens, which forced them to look out the window.

“And so everything about the military helicopter operation was not up to the standards of commercial aviation … it’s a shocking lack of attention to precision all the way around,” she said.

Schiavo also faulted the FAA for not coming off as terribly responsive to problems.

“I called the Federal Aviation Administration, the Tombstone Agency, because they would only make change after people die,” Schiavo said. “And sadly, 30 years later, that seems to still be the case.”



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Netflix cofounder started his career selling vacuums door-to-door before college—now, his $440 billion streaming giant is buying Warner Bros. and HBO

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Reed Hastings may soon pull off one of the biggest deals in entertainment history. On Thursday, Netflix announced plans to acquire Warner Bros.—home to franchises like Dune, Harry Potter, and DC Universe, along with streamer HBO Max—in a total enterprise value deal of $83 billion. The move is set to cement Netflix as a media juggernaut that now rivals the legacy Hollywood giants it once disrupted.

It’s a remarkable trajectory for Netflix’s cofounder, Hastings—a self-made billionaire who found a love for business starting as a teenage door-to-door salesperson.

“I took a year off between high school and college and sold Rainbow vacuum cleaners door to door,” Hastings recalled to The New York Timesin 2006. “I started it as a summer job and found I liked it. As a sales pitch, I cleaned the carpet with the vacuum the customer had and then cleaned it with the Rainbow.”

That scrappy sales job was the first exposure to how to properly read customers—an instinct that would later shape Netflix’s user-obsessed culture. After graduating from Bowdoin College in 1983, Hastings considered joining the Marine Corps but ultimately joined the Peace Corps, teaching math in Eswatini for two years. When he returned to the U.S., he obtained a master’s in computer science from Stanford and began his career in tech.

The idea for Netflix reportedly came a few years later in the late 1990s. After misplacing a VHS copy of Apollo 13 and getting hit with a $40 late fee at Blockbuster, Hastings began exploring a mail-order rental service. While it’s an origin story that has since been debated, it marked the start of a company that would reshape global entertainment.

Hastings stepped back as CEO in 2023 and now serves as Netflix’s chairman of the board. He has amassed a net worth of about $5.6 billion. He’d be even richer if he didn’t keep offloading his shares in the company and making record-breaking charitable donations.

Netflix’s secret for success: finding the right people

Hastings has long said that one of the biggest drivers of Netflix’s success is its focus on hiring and keeping exceptional talent.

“If you’re going to win the championship, you got to have incredible talent in every position. And that’s how we think about it,” he told CNBC in 2020. “We encourage people to focus on who of your employees would you fight hard to keep if they were going to another company? And those are the ones we want to hold onto.”

To secure top performers, Hastings said he was more than willing to pay for above-market rates. 

“With a fixed amount of money for salaries and a project I needed to complete, I had a choice: Hire 10 to 25 average engineers, or hire one ‘rock-star’ and pay significantly more than what I’d pay the others, if necessary,” Hastings wrote. “Over the years, I’ve come to see that the best programmer doesn’t add 10 times the value. He or she adds more like a 100 times.”

That mindset also guided Netflix’s leadership transition. When Hastings stepped back from the C-suite, the company didn’t pick a single successor—it picked two. Greg Peters joined Ted Sarandos as co-CEO in 2023.

“It’s a high-performance technique,” Hastings said, speaking about the co-CEO model. “It’s not for most situations and most companies. But if you’ve got two people that work really well together and complement and extend and trust each other, then it’s worth doing.”

Netflix’s stock has soared more than 80,000% since its IPO in 2002, adjusting for stock splits.

Netflix brought unlimited PTO into the mainstream

Netflix’s flexible workplace culture has also played a key role in its success, with Hastings often known for prioritizing time off to recharge. 

“I take a lot of vacation, and I’m hoping that certainly sets an example,” the former CEO said in 2015. “It is helpful. You often do your best thinking when you’re off hiking in some mountain or something. You get a different perspective on things.”

The company was one of the first to introduce unlimited PTO, a policy that many firms have since adopted. About 57% of retail investors have said it could improve overall company performance, according to a survey by Bloomberg. Critics have argued that such policies can backfire when employees feel guilty taking time off, but Hastings has maintained that freedom is core to Netflix’s identity. 

“We are fundamentally dedicated to employee freedom because that makes us more flexible, and we’ve had to adapt so much back from DVD by mail to leading streaming today,” Hastings said. “If you give employees freedom you’ve got a better chance at that success.”

Netflix’s other cofounder, Marc Randolph, embraced a similar philosophy of valuing work-life balance.

“For over thirty years, I had a hard cut-off on Tuesdays. Rain or shine, I left at exactly 5 p.m. and spent the evening with my best friend. We would go to a movie, have dinner, or just go window-shopping downtown together,” Randolph wrote in a LinkedIn post.

“Those Tuesday nights kept me sane. And they put the rest of my work in perspective.”



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‘This species is recovering’: Jaguar spotted in Arizona, far from Central and South American core

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The spots gave it away. Just like a human fingerprint, the rosette pattern on each jaguar is unique so researchers knew they had a new animal on their hands after reviewing images captured by a remote camera in southern Arizona.

The University of Arizona Wild Cat Research and Conservation Center says it’s the fifth big cat over the last 15 years to be spotted in the area after crossing the U.S.-Mexico border. The animal was captured by the camera as it visited a watering hole in November, its distinctive spots setting it apart from previous sightings.

“We’re very excited. It signifies this edge population of jaguars continues to come here because they’re finding what they need,” Susan Malusa, director of the center’s jaguar and ocelot project, said during an interview Thursday.

The team is now working to collect scat samples to conduct genetic analysis and determine the sex and other details about the new jaguar, including what it likes to eat. The menu can include everything from skunks and javelina to small deer.

As an indicator species, Malusa said the continued presence of big cats in the region suggests a healthy landscape but that climate change and border barriers can threaten migratory corridors. She explained that warming temperatures and significant drought increase the urgency to ensure connectivity for jaguars with their historic range in Arizona.

More than 99% of the jaguar’s range is found in Central and South America, and the few male jaguars that have been spotted in the U.S. are believed to have dispersed from core populations in Mexico, according to the U.S. Fish and Wildlife Service. Officials have said that jaguar breeding in the U.S. has not been documented in more than 100 years.

Federal biologists have listed primary threats to the endangered species as habitat loss and fragmentation along with the animals being targeted for trophies and illegal trade.

The Fish and Wildlife Service issued a final rule in 2024, revising the habitat set aside for jaguars in response to a legal challenge. The area was reduced to about 1,000 square miles (2,590 square kilometers) in Arizona’s Pima, Santa Cruz and Cochise counties.

Recent detection data supports findings that a jaguar appears every few years, Malusa said, with movement often tied to the availability of water. When food and water are plentiful, there’s less movement.

In the case of Jaguar #5, she said it was remarkable that the cat kept returning to the area over a 10-day period. Otherwise, she described the animals as quite elusive.

“That’s the message — that this species is recovering,” Malusa said. “We want people to know that and that we still do have a chance to get it right and keep these corridors open.”



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MacKenzie Scott tries to close the higher ed DEI gap, giving away $155 million this week alone

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MacKenzie Scott has arguably been the biggest name in philanthropy this year—and has nonstop been making major gifts to organizations focused on education, DEI, disaster recovery, and many other causes.

This week alone, several higher education institutions announced major gifts from the billionaire philanthropist and ex-wife of Amazon founder Jeff Bezos—donations totaling well over $100 million. In true Scott fashion, many of these donations are the largest single donations these schools have ever received.

The donations announced this week include: 

  • $50 million to California State University-East Bay
  • $50 million to Lehman College (part of the City University of New York system)
  • $38 million to Texas A&M University-Kingsville
  • $17 million to Seminole State College

All four institutions are public, access-oriented colleges that enroll large shares of low‑income, first‑generation, and racially diverse students and function as minority‑serving institutions or similar engines of social mobility. They fit MacKenzie Scott’s broader pattern of directing large, unrestricted gifts to colleges that serve “chronically underserved” communities rather than already wealthy, highly selective universities.

Scott, who is worth about $40 billion and has donated over $20 billion in the past five years, has doubled down this year on causes that the Trump administration has cut deeply, such as education, DEI, and disaster recovery.

“As higher education, in general, works to find its way in an uncertain environment, this gift is a major source of encouragement that we are on the right path,” Lehman College President Fernando Delgado said in a statement. 

Scott also made one of the largest donations in HBCU Howard University’s 158-year history with an $80 million gift earlier this fall, and a $60 million donation to the Center for Disaster Philanthropy after Trump administration’s cuts to the Federal Emergency Management Agency (FEMA)—an organization Americans rely on for help during and after hurricanes, wildfires, tornadoes, and floods.

“All sectors of society—public, private, and social—share responsibility for helping communities thrive after a disaster,” CDP president and CEO Patricia McIlreavy previously told Fortune. “Philanthropy plays a critical role in providing communities with resources to rebuild stronger, but it cannot—and should not—replace government and its essential responsibilities.”

Trust-based philanthropy

Scott accumulated the vast majority of her wealth from her 2019 divorce from Bezos, but is dedicated to giving away most of her fortune. She’s considered a unique philanthropist in today’s environment because her gifts are typically unrestricted, meaning the organizations can use the funding however they choose. 

“She practices trust-based philanthropy,” Anne Marie Dougherty, CEO of the Bob Woodruff Foundation previously told Fortune. Scott has donated $15 million to the veteran-focused nonprofit organization in 2022, and made a subsequent $20 million donation this fall.

Scott is also considered one of the most generous philanthropists, and credits acts of kindness for inspiring her to give back.

“It was the local dentist who offered me free dental work when he saw me securing a broken tooth with denture glue in college,” Scott wrote of her inspiration for philanthropy in an Oct. 15 essay published to her Yield Giving site. “It was the college roommate who found me crying, and acted on her urge to loan me a thousand dollars to keep me from having to drop out in my sophomore year.”



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