Latest news with #Moghadam
Los Angeles Times
02-05-2025
- Health
- Los Angeles Times
5 Trending Skincare Ingredients You'll See Everywhere This Spring (And Why They Work)
LA Times Studios may earn commission from purchases made through our links. Spring is the season of glow-ups. As the weather softens and your wardrobe shifts from cashmere to cotton, your skin is also ready for a refresh. That winter-induced dullness? It's out. Dehydrated, flaky patches? We're done. The new season calls for ingredients that hydrate, plump, and protect without overwhelming your skin barrier. And if you've been on TikTok or down a beauty subreddit lately, you've probably seen the usual skincare suspects (hi, hyaluronic acid) being joined by some newer faces and a few rebranded favorites. But are these trending skincare ingredients worth the hype? Dr. Daniel Moghadam, Medical Director and founder of Modern Aesthetica, explains the real science behind the buzz. From polyglutamic acid to bakuchiol, here are the five ingredients that deserve a spot in your spring skincare routine. You've heard of hyaluronic acid, but polyglutamic acid is having a major moment this spring, and for good reason. This moisture magnet is being dubbed as hyaluronic acid's bigger, thirstier cousin, and it delivers serious hydration without the heaviness. 'Polyglutamic acid works a lot like topical hyaluronic acid serum,' explains Dr. Moghadam. 'However, the molecules are larger, drawing more water to your skin. It doubles as a soothing agent for irritated skin.' Because of its larger molecular structure, polyglutamic acid doesn't penetrate as deeply as hyaluronic acid. Instead, it forms a moisture-sealing film on the surface, making it a fantastic addition to lightweight spring routines where locking in hydration is key. How to use it: Layer it after your essence or serum and before your moisturizer to boost hydration retention. It's especially good for dry, flaky, or tight skin coming out of winter. Try this: Tula's Ultra Hydration Triple-Hydra Complex because of the encapsulated squalane pearls, which plump the skin while delivering moisture and reducing fine lines. Often referred to as the natural version of hyaluronic acid, snow mushroom is more than just a trendy ingredient with a poetic name. Also known as tremella fuciformis, this fungus has been used in Eastern medicine for centuries, but it's making a major splash in Western beauty circles now. 'Snow mushroom molecules attract water to them and attach to it, allowing better skin hydration,' says Dr. Moghadam. Its particles are smaller than those of hyaluronic acid, so they penetrate the skin more effectively, giving your complexion a deeper, longer-lasting drink. How to use it: Look for snow mushroom in hydrating serums, essences, or lightweight gel moisturizers. It's gentle, soothing and plays well with actives like niacinamide or peptides. Try this: Shikohin's 5 Mushroom Moisturizer that blends Snow Mushroom, Reishi, Wood Ear, Maitake, and Chaga to hydrate and energize the skin. Azelaic acid may not be as buzzy as its trendier cousins, but it's one of the most dermatologist-loved actives for good reason. Derived from grains like barley and wheat, it has a unique ability to target multiple skin concerns without irritation. 'It's great for neutralizing free radicals and evening skin tone,' says Dr. Moghadam. 'One of my favorites. Great for dark spots, and works amazingly in conjunction with retinol, but needs to be introduced slowly.' It also has antibacterial and anti-inflammatory properties, making it ideal for acne-prone or rosacea-prone skin types. How to use it: Start with lower concentrations (around 10%) a few times a week and build up. It layers well with retinol or bakuchiol, but always monitor for sensitivity. Try this: Naturium Azelaic Topical Acid 10% because it's also formulated with niacinamide and vitamin C and developed for most skin types, including sensitive skin. If there were a Swiss Army knife of skincare, it would be niacinamide. Also known as vitamin B3, this ingredient does a lot with very little fuss. Brightening? Check. Soothing? Absolutely. Barrier repair? Yes, please. 'Niacinamide helps restore the skin barrier, which can be hurt during the dry winter season,' says Dr. Moghadam. 'It balances skin oils and has been clinically shown to help correct dark spots. It's also a strong anti-inflammatory that can benefit problematic skin.' How to use it: You can layer niacinamide with almost any ingredient, making it a versatile addition to any routine. Use it day or night to help even tone, minimize pores, and calm redness. Try this: Paula's Choice Clinical Niacinamide 20% Treatment Retinol may be the gold standard for anti-aging, but it can also be irritating, especially for sensitive skin or those navigating pregnancy. Enter bakuchiol, a plant-based alternative that offers many of the same benefits without the redness, peeling, or photosensitivity. 'Bakuchiol is nature's retinol,' says Dr. Moghadam. 'It's milder and suitable for almost all skin types, whereas retinol can be irritating. It's plant-derived, making it relatively safe during pregnancy.' While retinol remains stronger and faster-acting, bakuchiol is a solid option for those looking to ease into anti-aging skincare without irritation. How to use it: Apply it in the evening after cleansing and before moisturizing. Look for formulas that pair it with hydrating agents like squalane or peptides to boost tolerability. Try this: Haruharu Wonder Black Rice Eye Cream or Beauty by Earth's Bakuchiol Serum. As the seasons shift, so should your skincare. Spring is the perfect time to transition into ingredients that support hydration, repair winter damage, and prep your skin for the sunnier months ahead. Whether you're building your routine from scratch or looking to swap in a few new stars, these trending skincare ingredients for spring are science-backed and expert-approved. Focus on ingredients that hydrate, calm, and gently brighten as your skin adjusts to the new season — you don't need a 10-step routine, you just need the right actives. Click here for more information on Modern Aesthetica
Los Angeles Times
19-04-2025
- Health
- Los Angeles Times
Injectable Moisturizers 101: What to Know About the Glow-Boosting Trend
You know the look: lit-from-within, effortlessly dewy, that signature L.A. radiance that somehow survives marine layer mornings and rooftop sunsets. But as we move from cozy winter layers to sun-drenched patios, achieving that glow takes more than a good cleanser. Enter injectable moisturizers: the needle-based hydrators promising to give your skin that filter-free glow from the inside out. But what are they, exactly? Are they fillers? Are they facials? And do they really work? Think of injectable moisturizers as the next evolution in hydration. These treatments deliver microdroplets of hyaluronic acid (the same plumping molecule found in your favorite serums) directly into the deeper layers of your skin. 'One of the newer trends is injectable moisturizers, which are comprised of hyaluronic acid,' says Dr. Danny Moghadam, founder and owner of Modern Aesthetica in Beverly Hills. 'The difference is that traditional fillers are made with cross-linked HA, which makes them firmer and great for shaping. Skin hydrators like Juvederm SkinVive are non-cross-linked, meaning they're more fluid and diffuse evenly through the skin.' In other words: no contouring, just conditioning. Let's break it down. They're also ideal for anyone wary of the 'overfilled' look, or just tired of slathering on products that never seem to penetrate. Coming out of a dry winter? Your skin's probably feeling a little parched. Here are three top options to consider: FDA-approved, designed specifically to improve skin smoothness, hydration, and glow for up to six months. Best for the cheeks. A European favorite is now making waves in California. High HA concentration, which spreads evenly under the skin, stimulates collagen and elastin production. Great for crepey areas like the neck and décolleté. Popular for treating fine lines and dehydration in the face, hands, and even under the eyes. They provide soft, subtle rejuvenation by delivering microdroplets of hyaluronic acid beneath the skin's surface, enhancing hydration and elasticity. Each treatment involves a series of microinjections spaced about a quarter-inch apart — a method that ensures even distribution. Patients often describe the sensation as more of a gentle pinprick facial than anything invasive. The hero ingredient here is hyaluronic acid—a sugar molecule that binds up to 1,000 times its weight in water. Your body makes it naturally, but production dips with age, sun exposure, and environmental stress. Injecting HA bypasses the outer layers of skin and gets straight to where moisture is most needed. Some formulations also include amino acids or antioxidants for extra skin support. According to a 2023 review, HA injectables can significantly improve skin hydration, elasticity, and roughness after just one treatment cycle. Glow, yes. But also smoothness, softness, and a kind of plump bounce-back you can't get from a sheet mask. Dr. Moghadam says most patients start to see visible improvements within a week, with full effects peaking at around 30 days. 'Typically, this effect lasts for six months,' he notes. Maintenance depends on your skin type, lifestyle, and sun habits. Short answer: Yes, for most people. Injectable moisturizers are considered low-risk when performed by a licensed provider. Side effects are usually mild and may include redness, bruising, or small bumps at the injection sites. 'The biggest complications I've seen include the formation of bumps under the skin,' Dr. Moghadam says. 'But these are usually minor and resolve easily.' That said, if you're pregnant, breastfeeding, or prone to certain skin conditions, always consult a doctor before treatment. If Skinvive and Profhilo are the headliners, these lesser-known players are the indie darlings of the injectable world quietly gaining fans among dermatologists and beauty insiders. Combines non-cross-linked HA with amino acids, antioxidants, and vitamins. Best for under-eyes, neck, and dull skin. Often delivered in three-session protocols. A polynucleotide (PN) injectable made from salmon DNA (yes, really). Designed to boost skin repair, reduce inflammation, and improve barrier health. Particularly popular in Korean clinics. Combines hyaluronic acid and PDLLA for dual-action hydration and collagen stimulation. Great for fine lines and large pores. Just now entering select U.S. practices. Uses PDRN (polydeoxyribonucleotide) instead of HA to repair oxidative stress and improve elasticity. Considered a biological skin revitalizer. If you're looking to hit the reset button on your skin before summer, injectable moisturizers may be worth a spot in your lineup. They won't replace your daily SPF or nighttime retinol, but they can give your skin a hydrated, healthy-looking foundation that lasts beyond your next beach day. Click here for more information on Modern Aesthetica
Yahoo
17-04-2025
- Business
- Yahoo
And the trade war winner is… Prologis?
Hamid Moghadam digressed during Prologis' first-quarter earnings call to share a story from 2016. 'I was in Brazil when Brexit was announced,' he began. In the half a day it took the CEO to land in San Francisco, home to the logistics giant's headquarters, the market had cut the value of its United Kingdom portfolio 'by more than its entire value.' It was presumed worthless. 'What did happen in the ensuing three or four years: The need for inventory increased both in the U.K. and in the [European] continent,' Moghadam said. That is, Prologis emerged as the unlikely winner of disruption, signing nearly twice the volume of new leases in the quarter after the referendum passed than in the same period in 2015. 'A disconnected world will require more warehouse space, not less,' CFO Tim Arndt said on Wednesday's call. That set the stage for an unlikely read on the current state of business affairs. The firm's most recent results are, of course, backward-looking at a quarter more affected by tariff speculation than reality. Still, Prologis reported a bump in demand as some businesses rushed to beat expected price increases. The warehouse owner posted a 9 percent increase in revenue year over year to $2.14 billion and near-record leasing of 58 million square feet. Core funds from operations or FFO — a measure of earnings — jumped nearly 11 percent from March 2024. In the past three months, President Donald Trump's chaotic trade policy — threats, rollouts, expansion, retraction and, now, a trade war with China — have rattled the real estate industry into a state of disquietude. It's understood that uncertainty is bad for investment, and though real estate hasn't pumped the brakes — by its telling, at least — investors have grown cautious, anxious about where the White House might weave next and whether they'll be wounded or rewarded. Prologis executives, by contrast, raised their licked fingers on Wednesday's call and reported some likely tailwinds. 'Many companies now question where to source, manufacture or even sell their goods,' Arndt said, acknowledging that the disruption created by Trump's 'Liberation Day' tariffs 'would certainly slow decision making.' As firms weigh those next moves, they're looking for flexible options to store their stuff, the CFO said. For Prologis, that's a boon. Moghadam said there has been demand in the short time since Trump announced a baseline 10 percent tariff on nearly all nations, plus reciprocal tariffs on a slew of others. (Trump later paused the reciprocal tariffs for 90 days — save for levies on China, which he ultimately hiked to 145 percent.) 'Perhaps the most surprising thing that I've seen is that even in the last two weeks we signed a lot of leases and we signed built-to-suits,' Moghadam said, referring to spaces built to match customer specifications. 'These customers could have just said, 'OK, let's punt on those until we have clarity,'' the CEO said. 'So I'm actually very encouraged.' There are, of course, caveats. Some customers seem to be waiting on the sidelines, Prologis execs acknowledged. Though it signed 80 leases for over 6 million square feet in the period, the volume does represent a 20 percent dip from its usual pace. And it's possible uncertainty stays more hands for longer, Arndt said. On a longer timeline, tariffs could drive inflation, which would undoubtedly hurt Prologis' development arm. As a result, the firm curtailed development guidance to align with expectations that it would scale back its spec warehouse pipeline until it had a clearer sense of how Trump's trade war would shake out. If tariffs drive inflation and inflation prompts a recession, that would be a killer. A dip in consumer spending means businesses, particularly e-commerce, have less need for space. All told, Prologis does see silver linings in Trump's Truth Social posts, and it may have the trappings of being a rare winner of the president's trade policy. But the firm isn't yet ready to bet on that bump. Apart from development, it did not alter its guidance for the year. 'Let's not speculate about how bad it's going to get or whether this is going to be a blip,' Mogaham said on the call. 'I mean, it changes every day.' LA industrial stable for now, braces for more Trump tariff trauma As Wall Street freaks out, real estate stays cool on tariffs The Daily Dirt: Prologis files plans for 500K warehouse ahead of special permit change This article originally appeared on The Real Deal. Click here to read the full story.
Yahoo
13-04-2025
- Business
- Yahoo
How a warehouse innovator quietly built a corporate giant
Hamid Moghadam thinks of life in 14-year cycles. In 1983, he cofounded AMB Property Corporation to invest in offices, industrial parks, and shopping centers and took it public 14 years later. In 2011, he merged the company with his biggest competitor to form Prologis, the world's largest industrial property owner with $8.2 billion in revenue and 1.3 billion square feet of warehouses and logistics facilities in its portfolio. Now, 14 years after the merger that put Prologis on the path to be No. 463 on the Fortune 500 and one of the World's Most Admired Companies, Moghadam is making another pivot, at the end of the year he will hand the reins to President Dan Letter while staying on as executive chairman. In an interview with Fortune as part of a series of conversations with Fortune 500 CEOs, Moghadam reflects on succession, leadership, logistics, and why a chaotic trade environment boosts his business—even though, as he puts it, 'I don't like to make our money that way.' The following has been condensed and edited for clarity. You must be feeling the impact of this tariff war. These policies and this uncertainty are both inflationary and growth reducing. But whether the container is coming from Shanghai or Vietnam or somewhere else, there's no difference. When any kind of disruption happens that raises havoc with the supply chain—meaning the predictable supply chain that's been optimized by engineers goes out the window—people want to have all kinds of extra inventory everywhere to deal with the uncertainty. In the short term, it's a demand booster for our business, but I don't like to make our money that way. What prompted you to step down as CEO at the end of this year? You're going to be surprised by the lack of sophistication in this decision-making. I started and ran an entrepreneurial private company called AMB for 14 years before taking it public. I ran that for 14 years until 2011, when we bought our biggest competitor. They kind of blew themselves up during global financial crisis and that opened the door for us to buy it, so that will be another 14 years by the end of 2025. Every life has chapters. Is there something distinctive about 14 years? Well, I grew up in Iran and was 14 when I went to boarding school in Europe. But the education part only took seven years, so that that sort of breaks the rule. The second reason is I did not want to have a seven in front of my age doing this job. I'm going to be 69 and, honestly, the reason for it is that I've seen too many CEOs, and particularly founders, hang around too long. They've really destroyed their company, and they've stopped having fun. You don't have the same energy. You don't have the same ability to travel or recover from travel the way you did. I think people generally stay too long in these kinds of jobs. It's time for a whole new generation of leaders with a whole new generation of relationships with their peers to take over the business. My job in the last four or five years has been to clear the deck of the old management team and start the process of transitioning all the executive committee members. That started five years ago. With me gone, he will have completely his own team. 'In the short term, [trade woes are] a demand booster for our business, but I don't like to make our money that way.' Did you have some role model for how to do this? My partners and I, about 30 years ago, sat down and said, 'Why are we working so hard building this entrepreneurial company? What do we care about at the end of the day?' The notion of enduring excellence popped up. This was around the time that Arthur Andersen had blown up. Goldman Sachs had gone through a lot of problems. McKinsey had its CEO issue. But Goldman, Mackenzie, Arthur Anderson, they're all service firms, these icons of organizations that have gone through generational change and remained excellent. There was no example of that in real estate. None. Zero. Because real estate people build up when times are good, they over lever, they crash, and then they start all over, and so it goes. Our goal was to build a company of enduring excellence. We even defined it by what it means to customers, to our employees, to our investors, and to the communities in which we operate. We were very clinical about the objective and how to measure it? And that's pretty much defined everything we've done since then. The only north star is what's going to ensure excellence in the long term for all those constituencies. One of the hardest things to do is replace yourself. I just felt in my bones that it was the right thing for the company. I didn't want to do it while we were in COVID. Dan and I spent two years working very closely together, and I've given up more and more of this stuff. You know, the CEO job is about vision and strategy and all that. But I spend 2% of my time on that. If you don't get that stuff right, the other 98% doesn't matter. But 98% of success is about execution, and execution has to do with people: recruiting, where you move somebody, creating a dynamic environment. What made you think Dan should be the next CEO? He joined us as a very, very junior young guy in our construction department in Chicago. Maybe five years into his career, when he was in charge of making deals and deployment and all that kind of stuff, I vetoed a decision. Our investment committee makes 300 decisions a year, and this was a $30 million investment, which is not a big number for us. I exercised my veto for the first time, and it was his deal. I did it because of some patterns that have been ingrained in my brain over how Silicon Valley works. This particular investment reeked of all the things that have gone wrong before in these cycles and all that, and I just didn't want to do it. Most people would have left it there, but Dan came back after about a week of looking at all the questions that I asked and made the case as to why I was worried about the wrong thing. And I changed my mind. The fact that this young guy had the courage to do that, that he was an independent thinker, that's really important. So that got him on my radar. By the way, we made a ton of money on that deal. So, he was right, and I was wrong. One challenge for any new CEO is having your former boss work down the hall. So, here's what I did. I moved him into the office literally next to mine a year and a half ago, with glass in between. We're basically joined at the hip and always communicating across the glass. Now, I'm relocating my residency and am in San Francisco, maybe 20% of the time. That physical separation was important, and I'm going to make sure he moves into my larger conference room and makes that his office the day he takes over. So, we've gone through a gradual transition, physically, too. Could you imagine ever retiring? Most people I talk to in your position say, 'No.' No. I've got way too many interests. I tell you what I'm not going to do: I am not going to go on corporate boards. I stopped doing public company boards about 20 years because, frankly, I don't find that stimulating. It's more of an oversight function and I just want to get things done. If you have the right CEO and they're doing the job, you've got to support them. If you don't like what they're doing, you should change them. I've also gotten off of all my charitable boards. I'm on no Stanford board for the first time in 30 years. I'm still doing a lot of philanthropy, but I'm doing it in organizations where I trust and know the leadership and not trying to pretend like I'm from the board that can really influence the direction. They say they want your input, but they really want your financial support and your Rolodex. So what will you do? What I'm going to do more of is mentor young entrepreneurs. I've made a lot of investments in technology, particularly with the deal flow coming from the Iranian American community. They're very entrepreneurial in tech and all that. And I helped them over the years, about a dozen of them. You can really move the needle on small, young companies, and help them avoid disaster or get on a really fast wave. And I just like the immediate manual transmission of that action, what happens when the rubber hits the road. And I'm going to spend more time on my own family office. Frankly, I want to enjoy life a little bit more, travel to places other than Congress or hotels. The advice I've gotten from people is don't overcommit because busy people like me, when they step off, they get sort of nervous that maybe I'm not important, or nobody cares about me or they want to still be in the game. I'm not going to do that. How much time do you want to spend as a chairman? I think I want to get down to a day, the equivalent of a day or two a week, which may be nothing for a month and a couple of weeks. You know, the people and organizational insights are going to have a very short shelf life, because I'm not going to know the new people coming. On some of the external relationships, the pattern recognition skills, some of the sounding board things, I think I can add more. I ideally want to do it for two to three years. And by the way, I'm not going to sell my stock. I have held on to 95% of that. I think it's a religious thing for me. If you're a CEO of the company, and you're getting on the call every quarter, talking to investors about your company and all that, you got to be eating your own cooking. There must be moments of reflection as you make this transition. There are lots of those. I think of why I chose to come to Stanford Business School, having gone to school back east, and it was because of the blizzard of 78. I'm Canadian. You're speaking my language there. I could have just as easily gone to Harvard Business School. That got me on the West Coast, which was totally serendipitous. I wouldn't have met my partners if I had not been on here. I wouldn't have started this business. I wouldn't have married my wife. I wouldn't have started my family. Some decisions I handle randomly. Some are more deliberate, like we decided to take a very successful private equity real estate business and do something that nobody had done in the world, which is to combine the GP and the LPs and take that business public. Nobody had done before. A couple of people had done private equity firms have not kind of done it. You know, 1015, 20 years later, TPG, KKR, those guys, Sam Zell did it a couple of months after we did ours with equity office property. So, it's great to have done something that nobody did before that really worked and became the playbook for other people. We decided to sell retail in 1999 because I met a man who was starting a company called Webvan. The online grocery company that went bankrupt when the bubble burst. Louis Borders! Yes. Louis Borders. His vision just scared the bejesus out of me. At that time, we also owned the retail shopping center business and, literally because of that, in '99, we sold our entire retail division, which was a third the company. We doubled down on logistics. So were some cool insights, some dumb luck, and some decisions that were well thought through. I'm really proud of getting more things right than wrong. This story was originally featured on Sign in to access your portfolio
Express Tribune
13-04-2025
- Politics
- Express Tribune
Iran condemns killing of eight Pakistanis in Sistan-Baluchestan attack
The Iranian embassy in Pakistan on Sunday condemned the killing of eight Pakistani workers in Iran's Sistan-Baluchestan province, describing the attack as 'inhumane and cowardly.' A spokesman for the banned Balochistan National Army (BNA) claimed responsibility for Saturday's assault, in which gunmen stormed a car repair workshop in Mehrestan city and opened fire after tying up the workers. 'All eight victims were residents of Bahawalpur in Pakistan's Punjab province,' Iranian officials confirmed. Iran's Ambassador to Pakistan, Reza Amiri Moghadam, denounced the killings, calling terrorism a shared threat to regional security. 'Combating this ominous phenomenon requires collective and joint efforts by all countries,' Moghadam said in a statement. Prime Minister Shehbaz Sharif also expressed deep sorrow, calling the attack a brutal act of terrorism. He urged Tehran to arrest the perpetrators, ensure their swift punishment, and disclose the motive. The Pakistani government has instructed its embassy in Iran and the Ministry of Foreign Affairs to assist the families and oversee the repatriation of the victims' bodies. Iranian police said investigations were underway after the assailants fled the scene. Authorities identified five of the victims as Dilshad, his son Muhammad Naeem, Jaffar, Danish and Nasir. This was the second such attack in Sistan-Baluchestan in recent months. In January 2024, nine Pakistanis were similarly shot dead in the province, following tensions along the Pakistan-Iran border.
