Latest news with #Brampton
CBC
3 hours ago
- General
- CBC
2 new confirmed cases of Measles in Peel Region, public health agency warns
Social Sharing Peel Public Health is warning the public of multiple possible measles exposures after confirming two new, but unconnected, cases of the virus in the region. The health agency put out a release Friday saying it was investigating the new cases and warning that anyone who was present at the following locations during the times listed may have been exposed to the disease. May 21 Chapters and Starbucks at 3900 Highway 7 W. in Vaughan between 12:30 p.m. and 3:30 p.m. May 22 Brampton Urgent Care Centre East at 51 Mountainash Road between 7:20 p.m. and 10:43 p.m. May 23 Pakistan International Airline, Flight PIA 781 arriving from Pakistan at 7:59 p.m. Toronto Pearson International Airport, Terminal 3, including any areas visited during arrival, customs and exit processes between 7:59 p.m. on May 23 and 12:30 a.m. on May 24. May 24 Brampton Urgent Care Centre East at 51 Mountainash Road, between 2:32 p.m. and 6:40 p.m. Raman's Salon & Spa at 130 Father Tobin Rd. in Brampton between 3 p.m. and 7 p.m. Browns Social House Erin Mills at 2525 Hampshire Gate in Oakville between 6 p.m. and 11 p.m. Cineplex Cinemas Winston Churchill & VIP at 2081 Winston Park Dr. in Oakville between 8:20 p.m. on May 24 and 2:10 a.m. on May 25. JJQ's Billiards and Lounge Mississauga at 3055 Dundas St. W. in Mississauga between 11 p.m. on May 24 and 4:30 a.m. on May 25. May 26 IELTS Test Centre - BITTS Testing Services at 7895 Tranmere Dr. in Mississauga between 7:30 a.m. and 12:30 p.m. North Brampton Medical Centre, including the pharmacy and physiotherapy clinic, at 6475 Mayfield Rd. in Brampton between 12:15 p.m. to 4:00 p.m. Dollar Wide at 125 Father Tobin Rd. in Brampton between 5:45 p.m. and 8:50 p.m. Shoppers Drug Mart at 10970 Airport Rd. in Brampton between 6 p.m. and 9 p.m. Domino's Pizza at 10950 Goreway Dr. in Brampton between 6:30 p.m. and 9:30 p.m. May 27 North Brampton Medical Centre, including the pharmacy and physiotherapy clinic, at 6475 Mayfield Rd. in Brampton between 11:30 a.m. and 3:15 p.m. Summary of measles cases in Peel, rest of Ontario So far this year, Peel Public Health has confirmed eight measles cases in the region. Five were travel-related, and three were from close contacts or community spread. Last year, the agency confirmed three cases. Cases in Peel are not known to be connected to the current multi-jurisdictional measles outbreak in Ontario, according to the Peel Public Health release. Peel Public Health advises anyone who was at any of the exposure sites during the times listed to check their immunization record to confirm they are up to date with vaccinations. Anyone experiencing symptoms should contact their health provider and stay home from work or school. Anyone who is pregnant, has a weakened immune system, or has an infant under the age of one, should contact their local public health unit right away. Symptoms can include fever, runny nose, cough, red eyes, a red rash that begins on the face and spreads down the body and small blue-white spots that can appear on the inside of the mouth and throat. They usually begin seven to 21 days after infection. There have been nearly 1,800 measles cases reported in Ontario since October, when a measles outbreak began across Canada. The disease is deemed eliminated in Canada by the World Health Organization, but the country is now at risk of losing that status.
CTV News
7 hours ago
- Business
- CTV News
Trump's steel import tariffs will ‘kill jobs' in Canada, U.S.: Brampton mayor
Watch Brampton Mayor Patrick Brown says Trump's plans to double steel and aluminum tariffs will inflict 'real economic pain' in Canada.
Globe and Mail
a day ago
- Business
- Globe and Mail
Argo Corporation Reports First Quarter 2025 Financial Results
TORONTO , May 30, 2025 /CNW/ - Argo Corporation (TSXV: ARGH), (OTCQX: ARGHF) (" Argo" or the " Company"), a leader in next-generation transit solutions, announced its financial results for the quarter ended March 31, 2025 (" Q1 2025"). All figures are in Canadian dollars unless otherwise noted. Municipal Deployments Argo has made significant progress in the commercialization of its Smart Routing™ technology. The Company's first municipal deployment in the town of Bradford West Gwillimbury launched in the second quarter of 2025, as previously announced by the Company. Argo also announced its landmark $10.9 million 12-month pilot with the City of Brampton in the second quarter of 2025, anticipated to launch later this year. While revenue from these agreements was not reflected in Q1 2025 results, the Company expects to begin recognizing related revenues in the second and third quarters of 2025. Argo continues to advance a robust pipeline of municipal opportunities, positioning the Company for continued growth. Research & Development of Smart Routing™ Transit System In Q1 2025, the Company continued its investment in research and development to enhance its proprietary Smart Routing™ hardware and AI-powered software ecosystem, including vertical integration hardware onboard its Argo X1 electric vehicles. This end-to-end platform combines real-time routing software, electric vehicles and full-service operations to deliver dynamic, on-demand transit services. FoodsUp Inc. The company held a 47.851% interest in FoodsUp Inc. (" FoodsUp") as of March 31, 2025 . FoodsUp is one of Canada's leading restaurant supply platforms, with annual revenues of $108 million in fiscal 2024. As previously disclosed, the Company made significant progress towards the divestment of this ownership interest in Q1 2025: Sale of Shares: The Company received approximately $2.5 million in proceeds from the sale of an aggregate of 5,855 subordinate-voting shares of FoodsUp Inc. Option Agreements: The Company entered into two option agreements (collectively, the " Option Agreements") granting the holders thereof the irrevocable option to purchase up to a total of 45,932 subordinate-voting shares of FoodsUp. If the transactions contemplated by the Option Agreements are fully exercised, the Company has the potential to receive gross proceeds of between $21.6 million and $30.2 million . The Company's ability to complete the transactions provided for in the Option Agreements remain subject to any required approvals, including final approval of the TSX Venture Exchange and approval of the shareholders of the Company. In addition, in the second quarter of 2025, the Company announced that its board of directors declared a special stock dividend (the " Stock Dividend") intended to provide its legacy shareholders with their proportionate stake in the net proceeds realized upon the eventual sale by the Company of its ownership interest in FoodsUp. Pursuant to the Stock Dividend, all of the Company's common shareholders of record on August 13, 2025 (the " Record Date") will be entitled to receive, one Preferred Share, Series A of Argo for each common share of Argo held on the Record Date. The payment date for the Stock Dividend is August 20, 2025 . Additional details regarding the Stock Dividend can be found in the Company's press release dated May 21, 2025 . For detailed information, please refer to Argo's condensed interim consolidated financial statements for the three months ended March 31, 2025 , and 2024 (" Q1 2025 Financial Statements") and its management's discussion and analysis of financial condition and results of operations for the three months ended March 31, 2025 , and 2024 (the " Q1 2025 MD&A"), filed on SEDAR+ at The following table provides a summary of Argo's financial results for the three months ended March 31, 2025 and 2024: For the three months ended March 31 2025 2024 REVENUE $512,172 $219,585 Cost of revenue $115,987 $12,956 General and administration 2,570,907 966,946 Operational support 663,431 239,207 Research and development 224,492 49,174 Sales and marketing 10,648 34,802 Provision for trade and other receivables - - Amortization & depreciation 18,490 34,746 Depreciation 25,989 7,584 Total operating expenses 3,629,944 1,345,415 OPERATING LOSS ($3,117,772) ($1,125,830) OTHER INCOME (EXPENSES) Foreign exchange gain/ (loss) (14,791) (40,069) Interest expenses (427,312) (228,616) Interest income - 897 Loss on termination (996,968) - Write-off of accounts payable settlements - 98,202 Fair value gain (loss) on investments 2,726,221 - Gain on sale of investment 105,864 - Share of loss of an associate - (1,083,495) Net income/ (loss) from continuing operations ($1,724,758) ($2,378,911) Discontinued Operations Net gain/(loss) from discontinued operations, net of tax 497 (489,791) Gain from derecognition, net of tax - 1,341,770 NET GAIN (LOSS) ($1,724,261) ($1,526,932) Cumulative translation adjustment (342) 78,655 Cumulative translation adjustment for discontinued operations - (252,661) NET PROFIT (LOSS) AND COMPREHENSIVE PROFIT (LOSS) ($1,724,603) ($1,700,938) (Loss) Profit per share (Loss) income per share from continuing operations – Basic and diluted ($0.01) ($0.02) Income (loss) per share from derecognition and discontinued operations - Basic and diluted $0.00 $0.01 Weighted average shares outstanding - Basic and diluted 138,683,002 132,944,615 All figures rounded to the nearest dollar. Prepared in accordance with IFRS. About Argo Argo delivers the world's first fully vertically integrated transit system, combining Argo X1 electric vehicles, Smart Routing™ technology, and comprehensive operational management in a single end-to-end solution. By integrating every aspect of the transit experience, Argo enables municipalities to augment traditional fixed-route services to dynamically optimized on-demand service while maintaining standard public transit pricing. The company launched Argo School in September 2024 and began its first municipal deployment in Bradford West Gwillimbury in early 2025. Learn more at Praveen Arichandran , CEO Argo Corporation (800) 575-7051 Forward-Looking Information This news release includes certain forward-looking statements as well as management's objectives, strategies, beliefs and intentions. Forward-looking statements are frequently identified by such words as "may", "will", "plan", "expect", "anticipate," "estimate," and "intend," and similar words referring to future events and results. Forward-looking statements are based on the current opinions and expectations of management. The forward- looking information set out in this news release relates to future events or our future performance and includes, without limitation, statements concerning the recognition of revenue in future quarters, the future growth of the Company, the completion of the completion of the exercise of the options granted pursuant to the Option Agreements by the holders thereof, Argo's ability to obtain all necessary approvals in respect of the Option Agreements and the Stock Dividend, and Argo's intention with respect to the Stock Dividend. All forward-looking information is inherently uncertain and subject to a variety of assumptions, risks and uncertainties, as described in more detail in the Company's securities filings available at Actual events or results may differ materially from those projected in the forward-looking statements, and we caution against placing undue reliance thereon. We assume no obligation to revise or update these forward-looking statements except as required by applicable law. See "Cautionary Note Regarding Forward-Looking Information", "Financial Risk Management Objectives And Policies" and "Other Business Risks and Uncertainties" in the Company's Q1 2025 Financial Statements and its Q1 2025 MD&A for a discussion of the uncertainties, risks and assumptions associated with these statements and other risks. Readers are urged to consider the uncertainties, risks, and assumptions carefully when evaluating forward-looking information and are cautioned not to place undue reliance on such information. We have no intention and undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by applicable securities legislation and regulatory requirements. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
Globe and Mail
a day ago
- Business
- Globe and Mail
What I've Learned
Showcase (Brampton, Ont.) Kulkarni's family business has its hands in all sorts of industries, from manufacturing to tech to finance. In 1999, it bought part of a quirky Edmonton-based retailer with 12 stores. Now it has 150 outlets in Canada and the U.S., and a devoted following among trend-addicted shoppers. I grew up under the guidance of my father and uncle. I'd go with them to the office starting when I was six or so. It put business into my blood. In 1999, I was finishing my graduate degree at Yale, and all my business-school friends were headed either to Wall Street to be investment bankers or to Silicon Valley to be dot-com mavens. It was a contrarian move at that time—one, returning to Canada, and two, going into the old-school business of brick-and-mortar retail. We envisioned creating a mutual fund of trends, using the principles of investment management. Diversification—not overly concentrating on one asset class. Momentum trading—assessing demand, and knowing when to get in and when to get out. Cost averaging—so as a trend declines, demand might drop, but the cost might drop, too. A lot of the buying was based on gut feel, relationships with vendors, visiting trade shows and taking bets on products. That's not reliable, and it's painful when there's a mistake. With the advent of big data in 2008, for the first time we could access online search data, analyze it, and put math and science behind consumer demand. We started to stumble across patterns of correlation between search volume, social posts and mentions, and demand. That's when the business transformed from instinctual buying to data-science-backed buying. Every trend starts with a demand driver. In the old days, that may have been a TV commercial or radio ad or celebrity mention. As social media has grown, the demand driver has become social—primarily Facebook, Instagram and TikTok. The challenge with social media is everyone has a hyper-personalized experienced. I may see something blowing up on my feed and think it's the hottest thing, and my neighbour may have never heard of it. We built a trend watcher using generative AI that watches 50,000 social media videos every day to help us identify objectively what's trending. Our entire organization is aligned around the trend model. We can buy a product within hours, and get it on shelves in a week or two. For trends where there's no product or distributor—just a viral video—we can design and develop a product, and bring it to market within 53 days. Dubai Chocolate was popularized last year by TikTok influencers. Our team strategized this trend and developed a shelf-stable recipe along with local producers, and helped them scale up. We launched it under our Oasis Treasures brand, and we're now the leading retailer of Dubai Chocolate in North America. Tariffs are definitely negative for retailers and will most certainly lead to inflation, which is a bit tragic, because after all the challenges of the past few years, including the pandemic, this is an entirely man-made problem. Seize opportunity. The market is moving faster than ever. By adapting more quickly than others, you can win. With speed comes the risk of failure, but a good plan today is better than a perfect plan tomorrow. Failure is part of R&D. Durabuilt Windows and Doors (Edmonton) When Sunner was just 19, he and his dad moved from England to Edmonton to take over a small, poky window company with 10 employees. Three decades later, Durabuilt manufactures 1,000 windows and doors a day, and employs more than 750. I've always had an entrepreneurial spirit. I was a high-risk high achiever, thinking too fast. My father is more conservative, more reserved. He thinks of the worst-case outcomes more often than needed. So, one optimist and one pessimist—that alignment has worked really well. You can make well-informed decisions when you have two different sets of eyes, two different thinking methods, as much as those conversations are tough or frustrating. For $600,000, you could be in the window-and-door business. Nowadays, you need $20 million or $25 million just to be in the game. You can't be a mom-and-pop shop the way we started. Automation comes in stages and phases. You need to have a five-year plan. Where are your bottlenecks? Where is simple human manufacturing not working or not efficient anymore? We still employ 750 people, but we compete with bigger organizations across the globe. Fifteen years ago, we probably would've needed 1,500 people at this scale. Innovation is in our people, it's in software, it's in the building envelope, it's in our product, it's in how we do business. It's systemizing our business every day, and it's talked about every day. It's a constant process. Out of all the G7, we're the country with the least manufacturing. Canada doesn't even make its own glass anymore. All our glass comes from U.S., Mexico and around the world. How do you lead an organization when you go from 100 people to 300 to 400 to 700? There are times when you look at firing yourself. Just because you own the business doesn't give you the right to the CEO seat. Human capital is the most important thing. We're in the people business—we just happen to make windows and doors. We've had our years of pain and rain, where you chase growth and you're not making any money, and it's kinda senseless. We've been there and done that. Now, it's more about deep, entrenched planning. If we want to grow by 20%, we unpack everything that's going to be impacted: people, leadership, equipment, software, logistics, capability. What needs to improve? At this moment, the impact of tariffs is quite minimal, but if the next phase is enacted, we're looking at substantial inflation on products. It's pretty black and white—it gets transferred to the end user. We're constantly seeing who's doing better than we are. I thrive on being in a room where I'm not the smartest person. We have a very young, energetic leadership group, including my daughter, who leads our marketing division. We've pivoted the whole company around leadership and succession. Learn the power of people. A lot of times I hear from entrepreneurs, 'I can't grow—I have 35 people, and I have to do everything.' And they get stuck. You have to be prepared to delegate. My dad is the chair now. When we're having a bad day, he comes in and says, 'You may think you're having the worst day of your life, but you're not.' He's that guy. Germain Hotels (Quebec City) Germain and her brother, Jean-Yves, opened their first hotel in 1988. Today, they own 19 sleekly designed properties across the country, from St. John's to Calgary. My parents had two restaurants—one was the first steakhouse in Quebec City, in 1962. When we'd go for dinner there on a Sunday evening, as soon as people were waiting in line to get in, we'd have to finish our meal and leave the table. Serving people has always been in the DNA of our family. I've always worked with my family—I don't know anything else. It hasn't always been easy, but then again, is there anything that's easy all the time? My brother and I had run restaurants. The day we opened our first hotel, in Quebec City, I went to the door to greet our first guest and took him directly to his room instead of the check-in desk. I was used to welcoming guests and taking them to their table. All this to say, I didn't know much about the hotel business, but I learned quite rapidly. One of the things that set us apart was our bathrooms—instead of having regular bathtubs, we had these really large glass showers. At that time, that was very unusual. Design set us apart. You have to find your niche—what makes you different. But you also have to really feel that thing. It has to be in line with who you are. Never underestimate the value of the human component of what you're doing. Technology, no matter how you apply it, has changed many of the ways we do things. We used to have phones in all the rooms, and guests making phone calls was a good revenue generator. And we lost that. You have to adapt—sooner rather than later. Airbnb did affect the business, but I don't think we lost customers. More people started travelling because Airbnb existed, and maybe some of those travellers would want to try a hotel, too. I have no problem with Airbnb. My problem is more related to the rules not being the same for them as they are for us. The pandemic almost killed us. We had to lay off 1,000 people in a couple of days. It was a bad dream. We had to close five of our hotels, but we couldn't even lock the doors, because a hotel is always open. We didn't have locks. It was crazy. I've always been someone who relies on intuition. You can't teach that. With almost 20 hotels now, you have to come up with a way of doing things that you can put on paper. Then you have to hire good people and teach them how to do those things. You have to know how to make money, but making money should not be the reason for starting a business. You have to be patient and make decisions that are good for the future of the organization. I remember my parents telling me, 'You have to set an example, whatever you do.' And that can be tough. At times, I was too strict with myself, always thinking about what was good for the organization and forgetting about me. So many women try to be perfect at everything, and it drives them crazy. You have to let some things go. Now we're working with our children—my daughter and three of my brother's kids. Sometimes you have to stand back and let them make their own mistakes. But it's the same for them as it was for my brother and me. This is their life. Acadian Seaplants (Dartmouth, N.S.) Deveau's dad, Louis, started Acadian in 1981, harvesting a long, stringy seaweed called Ascophyllum nodosum. Today, it ships a variety of products to 80-plus countries, including a crop biostimulant; additives used in animal feed; multicoloured seaweed used largely in Japanese salads; and several products that find their way into the human food chain. I walked into my parents' house after finishing my engineering degree and my mother said, 'You don't have a bedroom anymore—your father has started a business, and you're welcome to sleep on the couch.' That was the beginning of Acadian Seaplants. Today we have employees in 22 countries, and subsidiaries in the U.S., Mexico, Brazil, China, India, Ireland, Scotland and Italy. We have two research facilities, in Canada and England, with about 50 researchers on staff, including 15 PhDs, and four manufacturing sites in Canada, plus one in Ireland and one in Scotland. So we've grown since my old bedroom. Seaweed is fixed. It doesn't swim away. So our scientists can quantify it, we can measure its growth rates, and we can then manage it properly. By doing that, we assure our own long-term supply. It's money well invested. We've been doing sustainability for the past 25 years. Irrespective of what the current political people are saying, those initiatives are here to stay, and those that embrace sustainability will do better in the long run than those who do not. When we started, we were only buying wet seaweed, drying it, baling it and sending it to the Americans to create value. My father understood we needed to invest in technology to differentiate ourselves and add value. It's not simple, it's not easy, it's not cheap, but it works. In the early days, I had a good lead in Japan. But we couldn't afford for me to go—it was too expensive. My dad goes, 'Get on the plane, go over there, get in front of the client, and watch what happens.' So I did. I met three or four potential customers, and we're still doing business with them today. That's how we've built our business over the years. We've lived by that lesson. I'm a 30-year seaweed guy. But I realized we were morphing from a seaweed company that made agricultural products into an ag company that has seaweed as its primary material. We needed to bring in ag management that knew how to develop these markets. We hired this one guy, Nelson Gibson, and 52 people he'd worked with have now joined us, along with their Rolodexes. So now we do business with the largest ag distribution companies in the world because we brought these people on. A lot of family values go into a family-run organization. You feel it. The people feel it. If we have to do something that's painful, it hurts. So there's a level of passion that is quite different. You gotta put together a plan. You gotta have some meat behind the plan. Once you get that plan, then you gotta execute that plan. Invariably you will deviate from that plan, then you gotta put together another plan to get back on track with the original plan. And you will do that over and over again. What do you do in an environment where you're not sure what the rules are going to be? You don't want to fall into a trap of 'I'll wait till it settles down,' because that becomes paralysis. And it's not gonna settle down. Odlum Brown (Vancouver) Doucette didn't plan on spending her career in financial services. Then she landed at Odlum Brown, a century-old independent investment firm that felt like family. She spent 17 years as CEO—a role she's just handed off to her successor, Trevor Short—but remains executive chair. I got the lowest of the lowest jobs in an investment firm when I was very young, and I loved it. I loved how every day was different. The golden rule was something instilled in me at the dinner table. But at Odlum, you see it play out in so many ways. I'll give an example: We encourage our analysts to own the stocks they recommend. And not only do our analysts eat their own cooking; all of us do. Unfortunately, you don't bat 1,000. If something doesn't work out, we own it. We're invested personally right there along with our clients. What I learned during the dot-com crisis and relearned again in '08—and we're seeing it again now—is that what clients want to hear is not that you've got the solution to everything. They want to hear that you're just as worried as they are. You can't hide from a problem. You've got to stand up and say, 'Today I know this, and today I'm going to do this.' People just want to know you're on it. In 2023, we did a client survey for our 100th anniversary. We got 500 or 600 personal anecdotes, about how either their adviser or the firm had helped them through a difficult moment—the death of a spouse, a divorce, a life-altering thing. They felt that shoulder squeeze. When I'm having one of those days, I pull those answers out, and it reminds me what we're actually here to do—and that we're doing it. When I first started, we had a person on the trading desk who key-punched orders all day, and we'd have to wait till the following morning to see the trades. But the actual relationship side of the business is the same. You know your clients, and your client knows you. And I think that's what will sustain our business going forward. I'm not one to feel anxious. But it feels like the world is shifting. I know this will sound a bit Pollyanna, but I fundamentally believe you can't control what will happen—you can only control how you react to it, stay true to your values and make the best decisions you can with the information you have at the moment. I've always told my team, 'Ski the black diamonds first.' I tackle the hardest thing on my desk first thing in the morning. Make a call—most often, doing something is better than doing nothing. I jokingly say I've gone from being the decider to the opiner. It's hard to give up the CEO title, but it was time. People need to see rejuvenation. I'm still gonna be around as chair, but it's been really gratifying and a lot less scary than I thought it was gonna be. Your time is valuable. Have the Top Business Headlines newsletter conveniently delivered to your inbox in the morning or evening. Sign up today.
Daily Mail
2 days ago
- Entertainment
- Daily Mail
EXCLUSIVE Furious Megan Thee Stallion fires back over ex lover Tory Lanez's new claim a WOMAN shot her in infamous car showdown
Megan Thee Stallion has pushed back at the creation of 36 Hours Later, a new website from imprisoned rapper Tory Lanez which seeks to present evidence pointing to his innocence in the July 2020 shooting. While the website includes audio from a witness claiming Megan's shooter was female, Megan's team says Lanez and his lawyers are seeking to confuse the public with previously-released details they are claiming as new. 'Tory Lanez's team can't keep a story straight,' Megan's attorney Alex Spiro told Daily Mail in a statement Thursday afternoon. 'They continue to rehash old evidence from trial and re-package it as new information to desperately sway public opinion. Spiro added, 'There was no new evidence displayed today – simply a sad attempt from Tory's team to copy our presentation format to peddle misinformation.' On Thursday, the legal team working for the Brampton, Canada native set live a website called 36 Hours Later, which takes a closer look at the immediate three-day timeframe in the wake of the July 12, 2020 shooting. From A-list scandals and red carpet mishaps to exclusive pictures and viral moments, subscribe to the . The website features audio excerpts from a witness informing authorities that the shots fired at Megan came from a female shooter - not Lanez. Spiro told Daily Mail that the legal team for Lanez last week 'argued that Kelsey Harris shot Megan and now, they're claiming that Megan only stepped on glass.' Spiro also took aim at Florida Rep. Anna Paulina Luna, who urged California Governor Gavin Newsom on X Thursday to pardon Lanez based off his conviction 'on a flawed, incomplete story full of contradictions, missing evidence, and straight-up lies. Rep. Luna added: 'Police reports, Megan's own words, and expert analysis show: Tory didn't fire the gun— if anything he tried to stop the conflict.' Spiro said that it was 'embarrassing that Florida Congresswoman Anna Paulina Luna is integrating herself into the California criminal justice system for click-bait. 'Instead, she should be focused on serving her own constituents in Florida rather than chasing celebrities.' The Daily Mail has not received a response to its request for comment from or Lanez's or Luna's teams. The strategy of making public evidence appears to be inspired by the ongoing legal battle between Justin Baldoni and Blake Lively over the production of last summer's sleeper, hit It Ends with Us. The website was uploaded in response to Megan Thee Stallion's recent Instagram live in which she explained her interpretation of the events. The creation and upload of the site comes about a week after Lanez - who is serving a 10-year prison sentence in connection with the shooting - was relocated to a new prison 10 days after he was attacked and stabbed 14 times, suffering multiple injuries The Talk to Me rapper was taken to a facility three hours from where he was at - the California Correctional Institution (CCI) in , California - to a prison called the California Men's Colony (CMC), which is close to San Luis Obispo, sources told TMZ May 22. The rapper's lawyer Crystal Morgan told the outlet that he wasn't necessarily pleased about the change as he recovers from the numerous injuries he sustained in the attack. The Wanna Be artist, whose full name is Megan Jovon Ruth Pete, who has more than 32.6 million Instagram followers and another 16.1 million on TikTok. She made headlines earlier this month when she called Lanez a 'demon.' The shock statement from the superstar singer came after Lanez recently claimed not to have shot her on the summer night in July 2020 - an already-unprecedented time amid the social unrest surrounding the death of George Floyd, the 2020 presidential election campaign and the heart of the COVID-19 pandemic. The claim came from the legal group representing Lanez in the case, Unite the People, who said there was existing evidence to exonerate Lanez in the violent incident, which the Savage performer pushed back on via her TikTok. In January, Megan obtained a civil restraining order against Lanez after testifying remotely to Los Angeles Judge Richard Bloom that Lanez had presided over a 'campaign of harassment' against her during his incarceration. Judge Richard Bloom ruled Lanez must not contact Megan in any form, including through intermediaries, for a five-year period. Megan told the court that she feared that Lanez would seek violent retribution against her after he is released from custody. 'It just seems like I have to relive it every day,' Megan Thee Stallion told the court. 'The person who shot me won't let me forget it. I'm scared that when he gets out of jail he's going to still be upset with me … I feel like maybe he'll shoot me again and maybe this time I won't make it.' The Grammy winner told the court that Lanez, from behind bars, has overseen a 'campaign of harassment' intended to 'terrorize her' and that she is 'just tired of being harassed.' Judge Bloom said Megan provided ample evidence that Lanez had demonstrated a 'credible threat of violence' that 'serves no lawful purpose' and is intended to 'seriously' harass her. The Cry Baby singer - who said she has not 'been at peace' since the shooting in July of 2020 - told the judge, 'Thank you, judge,' after the restraining order was granted. Attorneys for Megan told the court that Lanez was still trying to confuse the public about the details of his criminal case, with a fake story featured on X/Twitter last fall claiming he'd been declared 'innocent' in appeals court. Lanez team announced the musical artist had been injured in a stabbing earlier this month Megan's legal team said in an October lawsuit filed federally that YouTuber and social media personality Milagro Gramz was hired to by Lanez to function as his 'mouthpiece and puppet' while the rapper serves his prison sentence. Megan's attorneys in December said in legal documents that Lanez (whose real name is Daystar Peterson) had worked with people on the outside to 'harass, bully, and antagonize' her, and that a criminal restraining order initially implemented over the shooting had not been in effect in the wake of Lanez's conviction. 'While [Lanez] distorts and recklessly disregards the truth in his desperate attempt to appeal his conviction, his false assertions have reignited a slew of negative, harmful, and defamatory comments directed to' Megan, her legal team said. Lanez's lawyers replied in court docs that Megan 'disagrees with free speech' and the restraining order request was essentially an attempt to 'weaponize the justice system' Said Lanez's legal team: 'Rather than rebut the commentary or debate the issues … [Megan] has succumbed to the current trend of using the legal system in an attempt to cancel those opinions she disagrees with.' Lanez was convicted in December 2022 of assault with a semiautomatic firearm; keeping a loaded and unregistered firearm in a vehicle; and discharging the firearm with gross negligence. In August of 2023, Lanez received a 10-year prison sentence in Los Angeles Superior Court, in connection with three felony convictions in the July 2020 incident in the Hollywood Hills. In the sentencing, Judge David Herriford said that the positive portrait Lanez's relatives and friends had painted in their testimony in the trial was 'difficult to reconcile' with his actions toward Megan. 'Sometimes good people do bad things,' Herriford told the court, according to the AP. 'Actions have consequences, and there are no winners in this case.' In the trial, Megan testified Lanez had shot at her feet and yelled at her to dance as she was getting out of an SUV following a party at the home of Kylie Jenner. Megan, who initially did not publicly identify Lanez as the shooter, testified she had to undergo surgery to take bullet fragments out of her feet. 'Since I was viciously shot by the defendant, I have not experienced a single day of peace,' the songstress said in a statement a prosecutor read prior to the sentencing. 'Slowly but surely, I'm healing and coming back, but I will never be the same.' Prior to his sentence being read, Lanez - who faced up to 22 years in custody - had asked the judge for a short sentence or probation, stating his regret of the incident in hindsight. 'If I could turn back the series of events that night and change them, I would,' Lanez told the judge. 'The victim was my friend. The victim is someone I still care for to this day. Everything I did wrong that night, I take full responsibility for.' Lanez was credited 10 months for time served, as he has been in custody since his conviction in December 2022. Lanez's lead lawyer Jose Baez said he was 'extremely disappointed' with the sentence, and felt that it was 'to set an example' since the rapper is a celebrity, adding, 'He´s not an example - he's a human being.' Baez added, 'I have seen vehicular homicide and other cases where there's death, and the defendant still gets less than 10 years.' Prosecutors spoke positively of Megan for her fortitude in coming forward amid online hate and mockery aimed at her over the incident involving Lanez. Los Angeles County District Attorney George Gascón said, 'I hope that Miss Pete's bravery gives hope to those who feel helpless.' In an Elle piece published in August of 2023, Megan opened up about the lessons she felt were crucial in the wake of Lanez's sentencing. 'For anyone who has survived violence, please know your feelings are valid,' she said. 'You matter. You are not at fault. You are important. You are loved. You are not defined by your trauma.' She continued, 'Just because you are in a bad situation doesn't mean you are a bad person. Our value doesn't come from the opinions of other people. As long as you stand your ground and live in your truth, nobody can take your power.' Lanez stated he was not apologizing to the singer in a statement he issued on his Instagram page in the wake of the sentencing. 'This week in court I took responsibility for all verbal and intimate moments that I shared with the parties involved,' he said. 'That's it.' He continued, 'In no way shape or form was I apologizing for the charges I'm being wrongfully convicted of. I remain on the stance that I refuse to apologize for something that I did not do ... tough times don't last, tough people do.'
