Latest news with #ALIS
Yahoo
11-03-2025
- Business
- Yahoo
Dyad and American Eagle Underwriting Managers Successfully Implement ALIS Solution to Power Wholesale and Program Business
BOSTON, March 11, 2025 /PRNewswire/ -- Dyad, a leading provider of innovative insurance technology solutions, and American Eagle Underwriting Managers, a global insurance program administrator and brokerage division of Mission Underwriters, are pleased to announce the successful implementation of ALIS, Dyad's state-of-the-art insurance platform to support American Eagle's business. The implementation, completed in under six months, marks a significant step forward in modernizing operations, streamlining workflows, and enhancing the user experience for the Excess & Surplus (E&S) lines market. As American Eagle Underwriting Managers continues to expand its diverse insurance program offerings, the need for a scalable, tech-forward platform became a top priority. The company sought to enhance its capabilities with an advanced digital ecosystem, allowing for automated wholesale workflows, operational efficiencies, and a seamless user experience. Dyad's ALIS solution was selected to optimize this transition, providing a comprehensive, cloud-native platform tailored to the unique complexities of the E&S market. The implementation equips American Eagle with a strong and efficient underwriting infrastructure, enhanced automation, comprehensive 3rd party integrations, and an intuitive interface to support long-term growth. "Operational efficiency was a key driver in our selection of Dyad's ALIS platform. We needed a solution that could not only support our wholesale strategy but also reduce manual work for our underwriters and brokers. Dyad delivered an innovative, scalable system that positions us for long-term success in the market," said Michael Waller, Vice President of Digital Delivery & Strategic Partnerships at American Eagle Underwriting Managers. "We're proud to have partnered with American Eagle Underwriting Managers to provide solutions that address their business needs," said Ryan Bosworth, Chief Sales Officer at Dyad. "ALIS is purpose-built for the evolving needs of the E&S market, and this implementation showcases how modern technology can drive efficiency and growth in the insurance sector." About American Eagle Underwriting ManagersAmerican Eagle Underwriting Managers is a bespoke global insurance program administrator and brokerage that specializes in the placement of hard-to-place risks with domestic carrier partners. As a coverholder of Lloyds of London for over 35 years, we strive to find the right solutions for our client by creating new and innovative insurance products. American Eagle Underwriting Managers was acquired by Mission Underwriters in 2023. For more information, visit About Dyad, Inc. Dyad delivers software and services that simplify insurance processing and distribution. We have redefined insurance technology by continuously improving our solutions, ensuring our customers can focus on growing and evolving their business, delivering superior customer service, and developing valuable insight into their business. Retail agencies, wholesalers, agency networks, program administrators, MGAs, and carriers benefit from our solutions. For more information about Dyad, go to Media Contact:Kat BarrettDyad, Mason GlodOmni Paratus for Mission UnderwritersMason@ View original content to download multimedia: SOURCE Dyad, Inc Sign in to access your portfolio
Asia Times
17-02-2025
- Business
- Asia Times
Why the F-35 is on DOGE's chopping block
Plagued by delays, software glitches and cybersecurity flaws, the US$2 trillion F-35 stealth jet fighter program is expected to come under fire when the Elon Musk-led Department of Government Efficiency (DOGE) launches its probe into the Pentagon's books. Musk has referred to the crucial defense program as a 'flop' and its builders 'idiots', even before his DOGE investigators have dug in. That assessment collides with at least one US Air Force leader who says Musk is overestimating the capability of drones to replace fighter jets in actual warfighting. To be sure, Musk's criticisms have merit. A declassified February 2024 assessment by the US Director of Operational Test and Evaluation (DOT&E) revealed that the F-35 program faces significant challenges despite its promise of tech-driven, cutting-edge capabilities. The F-35's so-called 'Block 4' development and operational testing has highlighted several critical issues that have hindered the program's effectiveness and operational suitability, according to the publicly available assessment report. For one, the Continuous Capability Development and Delivery (C2D2) process intended to deliver incremental Block 4 capabilities every six months has not met expectations, resulting in significant delays, the report said. The Tech Refresh 3 (TR-3) avionics upgrade aims to provide enough computing power for Block 4 capabilities, including new sensor suites, long-range weapons, electronic warfare, data fusion and cross-platform interoperability. However, the TR-3 software version 30R08 remains incomplete after over two years of development, with deficiencies introduced into previously delivered capabilities. Due to insufficient modeling and simulation resources, the developmental process relies heavily on a fly-fix-fly approach, which has exacerbated delays. Those setbacks mean dedicated operational testing of TR-3 upgraded F-35s may not happen until 2026, two years after TR-3 was initially delivered. Cybersecurity testing of updated software versions of the Autonomic Logistics Information System (ALIS) has revealed unresolved vulnerabilities, while the transition to a new cloud-based Operational Data Integrated Network (ODIN) has yet to resolve many persistent issues. ODIN's hardware deployment has improved speed but still runs on ALIS software, delaying the expected benefits of containerized applications and frequent updates. Maintenance metrics for all F-35 variants remain below Joint Strike Fighter (JSF) Operational Requirements Document (ORD) thresholds, with critical failures requiring twice the expected repair time. Reliability indicators, such as Mean Flight Hours Between Critical Failures, are consistently below standards. Operational availability rates for the F-35 fleet are also below target, driven by spare parts shortages and high maintenance demands. These issues have delayed full-rate production and compromised the aircraft's readiness for combat scenarios at a time when China is massively upgrading its air fleet. These issues may explain Musk's pre-emptive criticism of the F-35, including the billionaire tech tycoon's berating of its designers, lambasting its design, and questioning of its stealth capabilities and utility compared to drones. However, US Air Force Secretary Frank Kendall argues that Musk's perspective is that of an engineer, not a warfighter, saying that his vision of drone superiority is still many years away. While Kendall says his vision for the F-35 is that the aircraft should work in tandem with drones, it will not be replaced soon. He stresses that the F-35 is superior to 4th-generation fighter aircraft in every way and will stay in service until the Next Generation Air Dominance (NGAD) platform is operational. Considering the F-35's myriad issues, Musk isn't off the mark in his critiques. A December 2024 US Congressional Research Service (CRS) report highlights that C2D2's software changes frequently introduced stability issues and disrupted other system functionalities. Further, in a May 2024 Air & Space Forces Magazine article, John Tirpak says that F-35 pilots rebooted the TR-3 program multiple times in the air and on the ground during tests. According to Tirpak, even if the TR-3 upgrade is fully approved, an F-35 Joint Program Office (JPO) spokesperson mentions that frequent patches and updates may still be needed to correct deficiencies. In a November 2024 Project for Government Oversight (POGO) article, Greg William points out ALIS shortcomings. The software, supposed to be the backbone of F-35 maintenance, has shown poor reliability and high false alarm rates due to new aircraft hardware or software updates, impeding rather than facilitating maintenance. In an article for Global Defense Technology, Grant Turnbull discusses ALIS' vulnerability to cyberattack. Turnbull says the system's global interconnectedness and reliance on data sharing across various nodes create multiple entry points for hackers, posing significant risks. Turnbull mentions that successful cyberattacks could disrupt maintenance schedules by preventing essential software updates or parts ordering, effectively grounding aircraft. Moreover, he notes that malware could insert false information into ALIS, leading to the unnecessary grounding of serviceable aircraft. He points out that ALIS's complexity, compounded by single points of failure, such as Central Points of Entry (CPE) and the Autonomous Logistics Operating Unit (ALOU), further exacerbates the vulnerability. Additionally, he states that cyber adversaries could potentially extract critical performance data, compromising operational security. Compounding the F-35's software woes, a September 2023 US Government Accountability Office (GAO) report mentions that the aircraft suffers from multiple maintenance issues, such as overreliance on contractors limiting government influence and decision-making ability, inadequate training for F-35 maintenance, lack of access to technical data, deprioritized funding for maintenance facilities, and lack of spare parts. The F-35's operational readiness rates have also plummeted. A January 2024 DOT&E report mentions that the F-35 fleet's average availability stood at 51%, far below the 65% target. The Full Mission Capable (FMC) rate was only 30% across the US fleet and 9% for the operational test fleet, the report said. Combat-coded aircraft fared better, achieving 61% availability and 48% FMC, though are still short of expectations. Critical reliability and maintainability metrics are also unmet – particularly for the F-35C, which failed to achieve any Operational Requirements Document (ORD) thresholds. The F-35A and F-35B met some reliability targets but faced corrective maintenance times exceeding thresholds by up to 278%. Rising Not Mission Capable for Supply (NMC-S) rates at 27% indicate worsening logistics. Persistent software instability and shortages in engine parts compound these issues. The report says that despite improvements in maintenance and supply chains, these readiness gaps undermine the F-35's ability to meet operational demands and require immediate corrective measures. Military Watch mentions in an article this month that, in contrast, China's J-20 stealth fighter has integrated more stable software and its development seems to be progressing with few signs of any issues. However, China's military modernization is opaque compared to the US, so such matters may not be made public. Still, the implications for the air balance of power in the Pacific may be significant, where the F-22 and F-35 may be the only aircraft capable of matching China's growing fleet of 5th-generation stealth aircraft in a conflict in the Taiwan Strait or South China Sea.
Yahoo
10-02-2025
- Business
- Yahoo
IHG CEO Targets Indie Hotels in Tech-Driven Expansion — Exclusive Interview
As the president and CEO of IHG Hotels & Resorts, Elie Maalouf has his hands on the levers of an industry being reshaped by technology, loyalty economics, and the gravitational pull of big brands. 'There's always been a mix of local and global in hospitality, but the game has changed,' Maalouf said. 'Today, the regional players that want to go further need access to capital, technology, and distribution networks that only global brands can provide.' One clear example is IHG's April 2024 deal with Novum Hospitality. A homegrown German group decided it made more sense to hitch its future to IHG than to go it alone with its own brands. That decision—turning over 119 properties for franchising to the IHG machine—tells a bigger story about what's happening across Europe's fiercely independent hospitality scene. A year and a half into the role, Maalouf sat down with Skift for an exclusive interview at the Americas Lodging Investment Summit (ALIS) in Los Angeles. The CEO covered the dynamics he sees driving more independents to IHG, how tech investments could give IHG a competitive edge, and why he's excited about Japan's potential for hotel development (from midscale to luxury). Europe is a key market for a global hotel group like IHG. Only about 40% of hotel inventory there is branded, according to CoStar's STR. 'We see tremendous opportunity for growth in Europe, where independent hotels and regional chains are realizing that competing in today's digital landscape is incredibly expensive,' Maalouf said. Rather than trying to buy IHG's way in with hard assets, the group is relying on a franchise-heavy model that emphasizes conversions, such as the Novum deal. Novum's decision wasn't just about gaining access to IHG's global distribution network. It was also about tapping into a technological ecosystem that would have been prohibitively expensive to build independently. In other words, Europe's hotel landscape requires massive investment in digital infrastructure. "It's the kind of investment that's becoming increasingly difficult for regional hotel groups to shoulder alone," Maalouf said. "How you interact with the travel experience from beginning to end is now very digital," Maalouf explained. "You expect to research and book digitally. You expect to be able to check in and out digitally, to ask for services in the hotel digitally, and so on." Software investment is one of the ways IHG has sought to be an attractive partner for independent hotel owners who are feeling the squeeze of rising tech costs and changing consumer expectations. Its multi-year shift to a cloud-based Amadeus-run central reservation system was well-documented pre-pandemic. Since then, the hotel group has continued revamping its tech stack. Worldwide, IHG has rolled out what Maalouf calls the "industry's leading guest reservation system." The software lets all its hotels sell rooms as well as specific "attributes" — floors, views, experiences — before a guest even walks through the lobby. Maalouf said it has been rolling out AI-driven systems that flag potential guest issues and provide real-time assessment of guest feedback before they become Tripadvisor fodder. 'If you wait for a survey after checkout, you've already lost your chance to turn a stay around,' he said. 'The key is fixing problems while the guest is still in-house.' A new AI-powered revenue management system, already deployed in nearly 3,500 properties, helps optimize pricing in real-time. The company has even re-platformed its content management system to enable multi-language translation and rich-media content delivery. IHG has also been nudging franchisees toward renovations by offering data on what updates will have the biggest impact on guest satisfaction and revenue. Maintaining consistent quality across properties is crucial for a company hosting approximately one million guests per night. "Even if we're 99.9% precise in delivering customer service, that's still a thousand people that weren't exactly satisfied," Maalouf notes. In China, IHG is even experimenting with robots in hundreds of its hotels by using them for towel and drink delivery. Maalouf was quick to position this as a practical solution to labor shortages. IHG One Rewards, the company's loyalty program, is another pillar of Maalouf's vision. When he took over, IHG had fallen behind competitors in the points wars. Skift noted that, a decade ago, IHG had the most members in a loyalty program of any group, but since then (and before Maalouf's tenure) had fallen to third place after Marriott and Hilton. As of late 2024, the company was on track to have approximately 145 million members by year-end, while Marriott and Hilton each had over 200 million. "What really matters is the number of members per room," Maalouf said. "Some hotel companies have fewer rooms than we do. Some companies have more rooms. For fair comparisons, you have to look at the proportion of members per room. On that, IHG One Rewards is right up there with everybody and growing quickly." 'What also matters isn't just how many members you have—it's how many of them actually stay with you,' the CEO said. Nearly 70% of IHG's room nights in "the Americas" now come from loyalty members, up 10 percentage points from 2019. (Globally, the figure is 60%.) The levels are roughly comparable to what its peer companies report. The proportion is important. Direct bookings by loyalty members avoid the commissions that online travel agencies charge. According to Maalouf, IHG's loyalty program's recent membership gains are owed to personalization powered by tech. The program lets guests tweak their perks in a way that others don't. The renewal this year of IHG's credit card deals with JPMorgan Chase, set to run through 2036, cements the strategy. Credit card fees recognized within IHG's operating profit will more than triple by 2028, IHG said. IHG's growth engine isn't all high-thread-count luxury. Among its 19 brands, Holiday Inn Express remains the company's golden goose. The brand has conquered the upper-midscale segment with ruthless efficiency. With over 3,200 hotels worldwide, it's a reliable, no-frills bet for travelers and a moneymaker for franchisees. 'It's a brand that resonates across markets because it delivers a consistent, high-quality experience at a price point that works,' Maalouf said. That said, IHG's luxury and lifestyle brands have surged in prominence, accounting for 20% of the group's pipeline—nearly double what it was five years ago. The company's Six Senses, Regent, and Kimpton brands continue to set a high bar, with new projects in sought-after destinations like Santa Monica, Telluride, and the Maldives. Regent Santa Monica Beach, with its high-end dining and oceanfront spa, is a prime example of IHG's push into the ultra-luxury space, Maalouf said. Meanwhile, Six Senses is expanding in the Americas and Europe, capitalizing on growing demand for sustainable, experience-driven luxury. 'We've doubled down on luxury and lifestyle, knowing that guests today want more than just a hotel—they want a full-scale immersive experience,' Maalouf said. Exhibit A: If the U.S. is IHG's biggest market playground, Japan is a sleeping giant for expansion. The country's hotel industry has been historically independent, with only a very small percentage of its total inventory tied to global brands. However, international travel to Japan is booming—40 million visitors last year, with a target of 60 million. So, Maalouf sees a major opportunity to introduce IHG brands into the mix. 'Japan has been a domestic-driven market for a long time, but that's changing,' Maalouf said. 'There's a ton of room for branded growth, and we're ready to bring our solutions to the table.' The company recently expanded its Garner brand into Japan, tapping into a midscale niche that international players have underserved. Maalouf starts his days at 5am with a workout (twice-weekly outdoor runs when his schedule permits). He joked that health maintenance is much like brand management — consistency is key. Running IHG is no desk job, so he tries to exercise even while on the road. In recent weeks, he has traveled from Shanghai to Hong Kong, Tokyo, and Singapore, inspecting properties, meeting with regional teams, and speaking at events. Maalouf said he's still learning, given that he has only been in the hotel industry for a decade. He previously worked at Weyerhaeuser Real Estate Company and as an advisor with McKinsey. "I learn something every day in this business – multiple things a day," Maalouf reflected. "It's just something to learn from our colleagues, from owners, from journalists. And I get a lot of life and stimulation from it — the process of getting to know everything in this business." Maalouf's goal for IHG is similar. He expects his team to evolve in response to the latest trends and intelligence. 'Our job is to create long-term value—for guests, for owners, and for our partners,' Maalouf said. 'The industry is changing, and we plan to lead that change.' The hotel industry is finally catching up to airlines in the art of online upselling, with new tech investments set to unlock billions in ancillary revenue. The hotel industry is finally catching up to airlines in the art of online upselling, with new tech investments set to unlock billions in ancillary revenue. Read More What am I looking at? The performance of hotels and short-term rental sector stocks within the ST200. The index includes companies publicly traded across global markets, including international and regional hotel brands, hotel REITs, hotel management companies, alternative accommodations, and timeshares. The Skift Travel 200 (ST200) combines the financial performance of nearly 200 travel companies worth more than a trillion dollars into a single number. See more hotels and short-term rental financial sector performance. Read the full methodology behind the Skift Travel 200. Get breaking travel news and exclusive hotel, airline, and tourism research and insights at Sign in to access your portfolio
Yahoo
08-02-2025
- Business
- Yahoo
We Now Know What Hilton Paid for NoMad Hotels: Just $56 Million
When Hilton announced last April that it had acquired a majority controlling interest in Sydell Group, the owner of NoMad Hotels, it did not disclose deal terms. But Hilton revealed the price in an annual financial filing posted Thursday: Just $56 million. That's probably one of the cheapest deals for a brand by a major hotel group in recent years. In the filing, Hilton stated: "In April 2024, we acquired a controlling financial interest in both Sydell Hotels & Resorts, LLC and Sydell Holding Company UK Ltd (collectively, the "Sydell Group"), which owns the NoMad brand." "We accounted for the transaction as a business combination and recognized the fair value, which included measurement period adjustments made subsequent to the acquisition date, of an indefinite-lived brand intangible asset of approximately $48 million and management contract intangible assets, with an aggregate fair value of approximately $8 million." The $56 million may not be the total final price. Earlier last year, Hilton's financial filings said that remaining "noncontrolling" equity interests held by others in the Sydell Group can be sold to Hilton in 2030 or bought by Hilton in 2032. These interests had "a fair value of $22 million as of the acquisition date." Hilton plans to scale up NoMad Hotels from a single property in London today to a luxury brand with hotels that "are both grand and intimate" and have "special touches like unique local art collections featured in each property," the filing on Thursday said. "If you're going to buy a brand ... then the perfect thing to do is to buy something that is small, but it feels much bigger, and grow it," said Chris Nassetta, Hilton president and CEO, when speaking at a press conference at the Americas Lodging Investment Summit, or ALIS, in Los Angeles last week. "Nomad is in a crowded space, a space that we have wanted to be in for a while," Nassetta said. "It was pretty well known despite being only one hotel, and it has a brand ethos that we wanted to scale up," Nassetta said. "It had a great perception.... In the next 10, 15 years, there might be 30 to 50 in the most important urban destinations." "Maybe one other player has something similar to us," Nassetta said. "So it's a space we needed to be in." NoMad may become most closely comparable to Marriott's Edition brand over time. The NoMad acquisition appears to be relatively inexpensive compared to some other recent acquisitions. The deal mainly involves intellectual property for the brand, staff knowledgeable about boutique hotels, and a management contract to run a hotel in London. One comparable recent acquisition was Hyatt's purchase of Standard International's brands last year. Hyatt bought The Standard, The Peri Hotel, and a few smaller brands for a base purchase price of $150 million, with an additional $185 million contingent on further properties entering the portfolio, bringing the transaction value to $335 million. Like Hilton, Hyatt wanted to buy talent and intellectual property to scale up its lifestyle hotel offerings more quickly. It has since established a dedicated lifestyle group led by Standard International's Executive Chairman, Amar Lalvani. Back in 2022, Hyatt acquired Dream Hotel Group's lifestyle hotel brands, including Dream Hotels, The Chatwal Hotels, and Unscripted Hotels. Initially, Hyatt spent $125 million to acquire Dream Hotel Group's existing hotels. Additionally, if Hyatt purchases all two dozen signed long-term management agreements for planned hotels, it will pay an extra $175 million over time. Luxury hotels can differentiate themselves by broadening their offerings and embracing lucrative experiential trends. Luxury hotels can differentiate themselves by broadening their offerings and embracing lucrative experiential trends. Read More What am I looking at? The performance of hotels and short-term rental sector stocks within the ST200. The index includes companies publicly traded across global markets, including international and regional hotel brands, hotel REITs, hotel management companies, alternative accommodations, and timeshares. The Skift Travel 200 (ST200) combines the financial performance of nearly 200 travel companies worth more than a trillion dollars into a single number. See more hotels and short-term rental financial sector performance. Read the full methodology behind the Skift Travel breaking travel news and exclusive hotel, airline, and tourism research and insights at Sign in to access your portfolio
