How to watch the Golden State Valkyries vs. New York Liberty
The Golden State Valkyries will be on the road for two games against the New York Liberty, and KPIX will be airing both games on Tuesday and Thursday.
How to watch the Golden State Valkyries
On TV: KPIX 5, Channel 5
KPIX 5, Channel 5 What: Golden State Valkyries vs. New York Liberty
Golden State Valkyries vs. New York Liberty Date : Tuesday, May 27, and Thursday, May 29
: Tuesday, May 27, and Thursday, May 29 Time: 4 p.m. PST
4 p.m. PST Location: Barclays Center, Brooklyn, New York
Pregame show
KPIX 5 will also have pregame coverage.
On TV: KPIX 5, Channel 5
KPIX 5, Channel 5 What: Golden State Valkyries Pregame Show
Golden State Valkyries Pregame Show Date: Tuesday, May 27, and Thursday, May 29
Tuesday, May 27, and Thursday, May 29 Time: 3:30 p.m.
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New York Times
16 minutes ago
- New York Times
What would a 2025 Belmont Stakes win mean for Journalism's legacy?
Ten years ago this Friday, 90,000 people rose to their feet and exhaled in catharsis. Even in the shadows of a city that knows how to celebrate big moments, the roar that rose from Long Island on June 6, 2015, rivaled anything a sports fan could conjure. As American Pharoah came around the final turn and bore down on the Belmont Stakes finish line, disbelief gave way to stupor. And when 37 years of Triple Crown futility finally and officially evaporated, the cheers for Pharoah somehow grew louder, the stupor turning into awe for the colt's incredible triumph. Advertisement When, just three years later, Justify matched American Pharoah's efforts to win his own Triple Crown, it felt like horse racing was entering a golden age. Instead, not only has the Triple Crown entered yet another dry spell, but no horse has won even two legs of the famed horse-racing gauntlet. Even more, of the 109 horses who have entered the Kentucky Derby since 2019, only two — War of Will in 2019 and Mystik Dan, last year's Derby winner — went on to race in both the Preakness and the Belmont. Which leads us to the present day, and a horse named Journalism. The bay colt's commitment to all three legs of the Triple Crown defies convention, and as he preps to load into the starting gate for the Belmont on Saturday, he's chasing his own little slice of history. Despite a messy start at the Derby and a harrowing ride down the stretch in the Preakness, Journalism finished second in Louisville and won in Baltimore. Were he to win on Saturday at the Belmont, he would be the first horse aside from Pharoah and Justify in 20 years (Afleet Alex did it in 2005) to win two and come close to winning all three Triple Crown contests. He'd also be the first to capture two wins and a place since the beloved Smarty Jones in 2004. (Smarty did it in reverse order, winning the Derby and Preakness before finishing second by a heartbreaking length at the Belmont). Only one horse since has even come close. In the mashed-up COVID season, Authentic won the Derby (run in September) and took second in the Preakness (run in October), but he did not run in the June Belmont. 'If [Journalism] were to win, it would confirm the suspicions that this is truly a special horse,' says David Grening, the New York correspondent for the Daily Racing Form. 'To run in all three is hard enough; to run well is truly rare.' Advertisement Special, however, lives a hair off the edge of great, and in any sport, greatness is the goal. In horse racing, greatness is defined by a three-race stretch run over a five-week period. So what, then, would be Journalism's legacy were he to go two for three in the Big Three? The answer, like a lot of things in horse racing, is complicated. The way he has run to date certainly shows a fierceness that is nothing shy of extraordinary. At the Derby, Bob Baffert's front-running Citizen Bull took a hard right to get clear of the rail from the one hole. That caused what could be best described as a horse bottleneck at the start of the race, forcing Journalism to come from much farther back than his trainer, Michael McCarthy, would have liked. 'Because of that, he was 10th and out of position, and in horse racing, position is everything,' says longtime horse racing writer Dick Jerardi. 'With that kind of field, the rider has to go sooner than he wants, and out of the final turn, he was only a length ahead of Sovereignty, and that brought the best closer into the race.' True to form, Sovereignty closed with gusto to beat Journalism by 1 1/2 lengths. Then at the Preakness, Umberto Rispoli kept Journalism on the rail to save some ground, but that also put the horse behind a wall of other horses. At the top of the stretch, the jockey somehow squeezed a 1,000-pound animal through the eye of a needle. Journalism bullied his way between Clever Again and Goal Oriented to find daylight and win. Clever Again's trainer, Steve Asmussen, less than thrilled with the contact, said Rispoli rode the Preakness favorite 'like a rented mule.' 'The bravery he showed going through that hole, whether you want to credit the jockey or the horse — that colt is tough,' says Ken McPeek, who trained Mystik Dan through three Triple Crown races. 'No question he is some kind of tough. And he's fearless, which is obviously a great thing.' In so many ways, Journalism is (or at least could be) just getting started. He is just 3 years old, and the Belmont will be his eighth start. To date, his worst finish came in his debut; he crossed third. Despite the opinions of the general public, whose interest peters out post-Belmont, his legacy may not be finalized at Saratoga, where the Belmont Stakes will be run this weekend while its namesake track completes renovations. Advertisement There is recent precedent for a great horse earning his stripes post-Triple Crown. In 2007, Curlin finished third in the Derby, won the Preakness and lost by a head to the filly Rags to Riches in the Belmont. Impressive but not great by Triple Crown standards. Yet Curlin then went on to place third in the Haskell that August, win the Jockey Club Gold Cup and win the Breeders' Cup Classic, two races that included older horses. At the end of the year, he was named Horse of the Year. He repeated the feat in 2008, winning Horse of the Year again before retiring as the highest North American money-winner at the time, with $10.5 million to show for his efforts. But Journalism, a son of Curlin, would be an odds-defier were he to keep racing and keep winning. Smarty Jones and Afleet Alex never raced after the Triple Crown season, both done in by injuries. Justify retired immediately after the Belmont, his entire racing career lasting a whopping 118 days. American Pharoah went on to win the Haskell, take second at the Travers and win the Breeders' Cup Classic, cementing his legacy before retiring for a lucrative breeding fee. 'Going 2-1-1 would make him special, but what he could do afterwards really elevates where he could measure up,' says Grening. 'To me, what can really determine this horse's legacy is what he does after the Triple Crown.' Though they are well aware of the rare company Journalism could join, those associated with the horse, of course, are not terribly interested in talking legacy or what's next. 'Needless to say, it would be an enormous honor,' says Aron Wellman, one of the majority owners. 'That said, we're not taking anything for granted or allowing ourselves to get too far out in front of ourselves.'' With good reason. While only an eight-horse field, the Belmont includes some legit contenders, top among them Derby-winner Sovereignty. McPeek, for one, is a Sovereignty fan and has been since Louisville. 'I thought he was one of the easiest selections or wagers for the Derby that I've ever seen in my life,' McPeek says. He likes Bill Mott's horse even more now, what with the extra rest he's received by not running in the Preakness, and he's running at the same Derby distance at which he's already won. Another contender horse people are keeping an eye on is Baeza, who finished third in the Derby. Advertisement For now at least, the line says that Journalism will go off as the favorite. Just as he did in the Derby. Just as he did in the Preakness. Whether a win will be good enough to cement his greatness is up for debate. 'But it would be great for the game,' Jerardi says. 'You don't have to sit out the Preakness. You can still do it. The really good ones, they can do it. That's really what it comes down to. If you have a good enough horse, it's doable. He's good enough.'' (Photo by Rob Carr / Getty Images)
Forbes
17 minutes ago
- Forbes
Bringing Tech To Game Day At The New England Patriots' Stadium
In April, the Kraft Group—which owns the New England Patriots, MLS' New England Revolution and Gillette Stadium—signed a five-year agreement with tech infrastructure provider NWN to transform the tech framework for the Kraft Group's facilities, including Gillette Stadium and a new training facility for the Patriots. I talked to Kraft Group CIO Michael Israel and NWN CEO Jim Sullivan in April about the challenges of bringing the latest technology infrastructure to a place like Gillette Stadium, and how big facilities with a multitude of uses can plan for the future. This conversation has been edited for length, clarity and continuity. It was excerpted in the Forbes CIO newsletter. Why is it important to partner with NWN to bring upgrades to Gillette Stadium and the Kraft Group's other event facilities? Israel: With NWN as a partner, everything we do within the Kraft organization from an IT perspective is on a life cycle: When we buy something, this is how long we expect to use it. It's become a necessary component within IT because you want to have a predictive budget. It's no longer 'set it and forget it.' You have to know that I'm going to keep this Wi-Fi system for five years. That way, you can at least let management know that while we're spending this amount of money now, it's going to come back up four or five years later. Creating that expectation, long-term budget and continued investment in it avoids the surprise. That being said, we have been looking at what the next five years brings to the Kraft organization, and in partnership with NWN, we have a whole bunch of things that are lining up together. That, plus new facilities, really made us sit back and say, 'We need to be looking at this beyond the typical 18 to 24 months of what we do for budgeting.' We have a new football practice facility that's being built as we speak, which comes live in April of '26, which brings about its own components for networking. We then have the FIFA World Cup coming in June and July of '26. Coming out of that, we have new network and Wi-Fi refreshes. We'll have to make determinations of [the best Wi-Fi speed and capacity]. By the time we're done with all that, we have another firewall refresh that comes forward. And then in the midst of all that, if that's not enough, we're potentially building another stadium north of Boston, in Everett, Massachusetts, for our soccer team. Kraft Group CIO Michael Israel and NWN CEO Jim Sullivan All of this together from a core infrastructure perspective, we sat with Jim [Sullivan] and [CMO] Andrew [Gilman] and their team and said: This is everything we have on our docket for five years. I need an organization that can help us strategically plan, make decisions based on what's the right choice for all of this. We're making a commitment now that's going to go five to seven years into the future, and I need that platform in place because what we're doing functionally is rapidly changing at the same time. There's base items that are happening, like as we build our football practice facility and you go into a room, I can control the light, or the temperature or the ambient settings in conference rooms from our Cisco platforms. But if I enter the room, what's going to happen on our IP TV systems? How are we [working with] the endpoints that are hanging off of the network, to create a better experience for the players that are coming in? As you bring AI into the mix, you're talking about things that are entirely different and looking and saying, 'How can I take data that's historically sitting there and use it to my advantage?' We're looking at the stadium itself. If you're a ticket holder and you're walking up to the gate, what's the last thing you want to do? Wait in line for 20 minutes to get into the stadium, wait in line for 20 minutes to get a cheeseburger. One of the projects we're currently investigating is building a digital wallet system, where I walk up and, similar to a Clear lane at an airport, we can do opt-in facial recognition tied to your digital wallet, hook into Ticketmaster, shred your ticket. You don't have to take anything out. Walk up to a concession line. Fast pass line, sees your face, hits your credit card, checks your ID for age verification, logs into the loyalty system and says, 'You just bought two cheeseburgers,' and you're in and out. Those are the types of things that will change a stakeholder's perception of, 'Gee, that was a pleasurable experience. The folks who choose to wait in line are waiting 20 minutes for a cheeseburger. I just did it in a minute.' That will differentiate us. People will say, 'Maybe I don't want to sit home and watch a 75-inch TV. Maybe I do want to come to the stadium and experience it.' Those are the challenges that we are faced with. It's how can I use the network and put solutions on top of it to speed transactions, to get more things done and to make us more efficient. How do you come up with what you want to accomplish, and how do you figure out what kind of infrastructure is needed to make it happen? Israel: We have our Monster Jam [this weekend] at the stadium. On Saturday, I'll be walking around the stadium engaging. Gillette is one of the few stadiums in the country in which we own and self-operate our stadium. It's our security staff, our concession staff. I am walking around watching how our fans engage with us. How are our systems being used? Where are they inefficient? Where are they doing their job? How can we improve that experience? Guests will come up to me and say, 'How do I get to the gate?' 'How do I get to my suite?' 'Where's the nearest bathroom?' When they're asking me these things, that's registering in my mind: They don't have that information today. When you have these types of events, they're new users. You want them to have a positive experience because that's your lead in to a potential soccer season ticket holder or future Patriots season ticket holder. But even when you get to the Patriot season ticket holders, what can we do to enhance that experience? It's seeing how our guests experience things, what we're doing right, what we're doing wrong, and not sitting back and saying, 'I'm good. I'm going to go watch the game.' I've been here six years. I think I've seen 15 minutes of one football game. On a football day, I'll generally do about 30,000 steps walking the stadium, watching what's going on. The other side of the coin is what do we do from a technology perspective, looking at what do I need to do to ensure that I have connectivity, and what devices are now connecting to the networks that hadn't in the past? The system that waters the field is an IoT system that's attached to our network. If it's not connecting, it's not watering the field, and we don't know what's going on. We have to allow for connectivity, secure that connectivity, and make sure that that connectivity is reliable. We constantly do surveys after a winter to say, what got impacted by the winter? Do I have Wi-Fi access points that may be misaligned that need to be looked at? I have FIFA coming in next year. That's like having seven Super Bowls over six weeks here at the stadium. They're going to use my parking lots on the east and west side as fan activation zones. I don't have connectivity there. Working with the NWN team, we have to determine what does FIFA need? How do we light up those areas that when the fans are there, they have connectivity. Their booths can operate, their systems can operate, the fans can get connectivity, and we'll have maybe 50,000 or 60,000 fans in the bowl, but we could have an additional 50,000 people on the campus, and that's not a crowd that we're used to having. What are some of the infrastructure upgrades that you need to make some of these things happen? You're talking about wider connectivity, AI, faster speeds and more reliable facial recognition. Israel: Looking at expanding where that connectivity takes place [starts with] something as simple as evaluating the state of our infrastructure all underneath: the state of our cabling infrastructure, our fiber backbones, all of that is one piece. We look at the bandwidth right now at the stadium for Wi-Fi. We have four 10Gb pipes supplied by Verizon. Is that going to be sufficient? As we look to perform upgrades, we have to turn around and say, what do we predict that rate of growth to be over the next five years? Because what is working today is probably not suited for what's going to happen in two or three years, as we start adding more and more onto the network itself. With NWN, we'll evaluate the vendors. Which technology do we want to put in? Is it a Wi-Fi 6E decision? Is it a Wi-Fi 7 decision? Is it something else? In some cases, we're having to make sure networks aren't stepping on top of each other. Ultimately, it's assessing our current state versus what we expect the future state to be. And at the same time plan for building another stadium. How am I going to support all of that? The relationship with NWN affords us the opportunity to say, 'I can't do this all myself.' My staff is here. I need a vendor who's got the breadth of product knowledge to be able to sit with me and say, 'These are your choices,' and also be a group of folks who have a deep bench that can handle multiple projects with us at the same time. On the NWN side, how do you determine what to do in large facilities like these and how to support current and future needs? Sullivan: NWN, over the past five years, has grown from $250 million to over $1 billion dollars this year, and really expanded this full end-to-end IT infrastructure. The market is changing really fast with AI adding in. For us, it's working with organizations to start with the end state: What's the vision of what we have to have here, what we're trying to drive? And then, what's the required capabilities? Most of these environments, from the application, to the AI, to the infrastructure, to the unified communications, to security all have to be assessed as one holistic solution. Then we put in the right required capabilities from the technology, the services, the overall management, and co-management with Mike's team. We've reached the breadth and scale where we're dealing with organizations where there's hundreds of thousands of people, or states with 50,000 deployments of people and requirements. We can cover end-to-end, but also have the scale to handle a large project that goes across multiple technology domains and supports a smaller event, and all of a sudden it surges to hundreds of thousands of people. Everyone is getting used to [the fact] that customer experience needs to be world-class; there's expectations there. Ultimately, the Wi-Fi is going to be fast, strong and secure. And then going into these new technologies to a real beneficial evolution, where it's creating new user experience, new knowledge, but is also driving a backend that's going to create a lot more capacity demands on the networks, on the infrastructure. You've got to be able to tie it all together. We've got 5,000 enterprise customers across the country: both state and federal, and then large enterprises like the Kraft Group. You're talking about lots of upgrades, but what will fans, players, vendors and employees actually notice? Israel: The fans are going to notice these little things like the changes in applications. We'll have more autonomous concession locations where you can just go in, check into the location, pick your product, walk out. It's frictionless engagement. In other areas, our club and suite locations, we'll see changes in how people can engage the absorption of IP TV: more dynamic programming, potentially changing what an individual suite holder can see or control in those scenarios. We have a stadium that's 20 years old. When you look at some modern stadiums coming in— whether it's SoFi in California or Allegiant in Vegas—[we're looking at] things that they're doing there and saying we need to up our game. Our stadium is used as a convention center year-round. We have events going on almost every day and [we are] making sure that we're in that competitive landscape. When you look at us versus the Massachusetts State Convention Center in Boston, we want to make sure that we're on par. The Kraft family is always looking to invest in the stadium, keep it up to date, modernizing. But at the same time, [Kraft Group President] Jonathan [Kraft] and [CEO] Robert [Kraft] are very entrepreneurial in terms of what do we need to do that's different. Getting that support from ownership is key. I'm walking in with an idea, and maybe sometimes the ideas don't come to fruition, but I'm given the chance to bring things forward and saying, how can we take that step? Players are coming out of colleges and walking into an NFL environment expecting more. That's what our player facility is going to be. How do I take information coming out of the weight rooms and bring that and put that in the coach's hands to say, 'Did Jim do all of his pushups today? How much is he lifting? What are we seeing?' Those types of pieces. Where can AI enhance the teams, whether it's soccer or football? I don't have those answers today. I need to sit with the coaches and say: What would you like to see from that side? How can we brainstorm together? I don't know what a football coach is looking for. Did someone line up incorrectly at the line of scrimmage? Are they doing things a certain way? How can I help them with systems to mentor, train and teach the players? That requires us collaborating. Something as simple as a coach telling me, 'I don't like to sit at the front of the room and just teach. I need to be able to walk around the room. I need to have a tablet in my hand, and as I'm marking on my iPad, I want that to project up on the screen.' These are easy wins, but if I don't hear that, I can't supply that solution. One of the first things you said was that you like to be able to have a predictable plan. So how do you plan and get everything in place for not only the capabilities of today that you want, but the capabilities of tomorrow that no one has even thought about yet? Israel: You're making sure that you have room for growth in the systems that you have and that you have management and measurement systems in place. We have a very well established network operation control system and a security operations control system, in which we can monitor at all times what's the utilization on these systems, what's going on, what's the bandwidth, how are they operating? Then we can predict, 'Maybe I bought this thinking it was going to be a five-year investment, but do I need to do something in the midst of that life cycle?' And that will also happen when all of a sudden, in the middle of a process, we're going to build out a new north end zone and the traffic is going to wind up changing with 30% more than last year. What do I need to do to adjust the network for that? Life changes quickly. Those are the types of things that we adjust accordingly, but as long as my core network is there and it can support this, that's ultimately what we're looking to supply. Sullivan: In technology today, we talk about the application enhancement piece or the user experience piece: if you have the right backbone and infrastructure and support the capacity. This is very different than 15 years ago, when you had to put in some major software program with some of the AI technologies and features. Today, it's learning, and then a new feature could come on that you could just add into the user experience. It's pretty incremental once you have this base plan, and that can be added in on the fly, versus having to do some major infrastructure. It does provide a lot more flexibility, a lot more agility for applications or innovations that didn't exist today, but six months from now they do exist and you can put them in place. What advice do you have for CIOs looking to bring more technology to their facilities, thinking about not only what to do today, but what to do in the future? Israel: Ultimately, it's not just if you build it, they will come. If you're building it, you need to be brainstorming how you're going to use it, and you need to have relationships with all of your stakeholders to understand what's holding them back, what would they like to see? In some cases, they don't know what they don't know, and we have to take these technology discussions, take the technology out of it, and think about how are we going to provide solutions. Sullivan: We did 5,000 distinct deployments last year. The really successful ones are driven with a positive outcome you're trying to get to. Collaboration and a partnership between the two as a seamless team really drives the most success to drive those outcomes.
Forbes
17 minutes ago
- Forbes
MotoGP Experiences Exponential Growth In America
AUSTIN, TX - MARCH 30: Marco Bezzecchi (72) of Italy and Aprilia Racing leads a pack of riders up ... More the hill into turn one during the MotoGP Red Bull Grand Prix of the Americas on March 30. 2025, at Circuit of The Americas in Austin, Texas. (Photo by David Buono/Icon Sportswire via Getty Images) MotoGP is growing at a rapid pace in America after Dorna Sports inked a deal with Fox Sports. MotoGP, a global phenomenon, is experiencing a 53% year-after-year growth in its American broadcast viewership. Brothers Alex and Marc Marquez have taken the world by storm, dominating MotoGP in a rare show of force from a pair of brothers competing in the same series. Marc currently leads Alex in the standings, providing a nice family touch to a growing sport. The Americas GP Sprint at Circuit of the Americas averaged 66.1K viewers on FS2, up 30% from the Argentina GP on FS1 and 86% over last season's Sprint average. The Americas GP race drew 122.9K viewers on FS1, up 24% from the Argentina GP on FS2 and 259% over last season's GP average. The growth is not surprising, as the NTT IndyCar Series' debut year on Fox is also seeing a surge in the open-wheel division's audience, as well. "We know we have a responsibility to build this sport here, because there is such a there's a very, very significant core fan base that we want to expand, but we also have to serve that existing fan base as well," MotoGP CCO Dan Rossomondo said. But the partnership with Fox is what truly has MotoGP officials and its fans excited about the sport's trajectory. The two-year deal enables some stability for the series, along with an opportunity for new fans to be introduced to it. 'We're going to get some new people trialing our sport, and I think once you trial it, you'll love it,' Rossomondo said. MotoGP is unique amongst motor sports, as its races are only 45 minutes long. It easily fits into an hour-long TV slot, and it's perfect for fans in an era when no one can sit still for several hours. Similar to Formula 1, because it is an international series, MotoGP's races often air at crazy hours in America. On the east coast, that could mean an 8 a.m. event on Sunday mornings or 5 a.m. on the west coast. 'We don't want to just rely on the 22 races that we have this year,' Rossomondo said. The growth for MotoGP should only continue, as Liberty Media will fully take over the majority control of the series. The move will only further align MotoGP with an international flare. And in America, Trackhouse Racing, owned by Justin Marks, started a MotoGP team to branch out his team. With riders Raúl Fernández and Ai Ogura, sitting 18th and 12th in the standings, respectively, America's presence in the sport is growing. 'To me, the biggest thing that Justin brings is just a fresh eye on the sport,' Rossomondo said of Marks, who owns a Nascar team. 'It takes a long time to get acclimated inside of our paddock, and he's got a lot of things going on. But he really just brings a new perspective, and it's a fresh perspective and he's always asking the right questions.' In addition to the Fox deal, MotoGP struck another deal with a major American firm. Harley-Davidson formed a new Harley-Davidson championship series that will launch next year. The 12-race series will compete during six Grand Prix, with six to eight teams. 'We want to get more eyeballs on us in the United States, and that was the kind of combination we made,' Rossomondo said of the partnership. We're going to build out a garage for them that's going to be a unique area inside our fan zone. We're going to build out different and it's going to look different than our paddock." MotoGP will compete this weekend with the GoPro Grand Prix of Aragon.
