Latest news with #Napoleon
CNN
12 hours ago
- Entertainment
- CNN
Vanessa Kirby reveals pregnancy at ‘Fantastic Four' red carpet event
British actress Vanessa Kirby has revealed that she is pregnant during a red carpet event in Mexico City on Saturday. Kirby wore a shimmering blue dress for a panel event on the upcoming movie 'Fantastic Four: First Steps,' in which she plays Sue Storm, cradling her bump as she took part in a photocall at the CCXP Mexico 2025 entertainment convention. The British actress, 37, who also played Princess Margaret in Netflix series 'The Crown' and Josephine Bonaparte in 2023 movie 'Napoleon,' is believed to be dating former professional lacrosse player Paul Rabil. Neither of the pair have publicly commented on the pregnancy. CNN has contacted Kirby's representatives for comment. In November 2023, Rabil posted a series of photos of the couple on Instagram, including a shot of Kirby sitting on his shoulders. 'From the very minute we first met in des moines, around the world and back, life is far better, more purposeful and more beautiful with you,' he wrote in the caption. Kirby plays one of the four main characters in Marvel's latest 'Fantastic Four' title, alongside Pedro Pascal, Joseph Quinn and Ebon Moss-Bachrach. Directed by Matt Shakman, the movie tells the story of how the group defend Earth from a space god named Galactus, played by Ralph Ineson, and the Silver Surfer, portrayed by Julia Garner. The movie is scheduled for release in July.
Scotsman
3 days ago
- Entertainment
- Scotsman
Edinburgh optometry practice goes behind the scenes on TV drama Department Q
Heather Muir, a contact lens technician at independent practice, Cameron Optometry in Edinburgh, has played a behind-the-scenes role in the upcoming television series Department Q, filmed on location in and around the Scottish capital. Sign up to our daily newsletter Sign up Thank you for signing up! Did you know with a Digital Subscription to Edinburgh News, you can get unlimited access to the website including our premium content, as well as benefiting from fewer ads, loyalty rewards and much more. Learn More Sorry, there seem to be some issues. Please try again later. Submitting... A seasoned expert in contact lens handling, Heather was brought on to support the production team with specialist contact lens handling on set, ensuring safety, comfort, and visual accuracy for the actors. Heather worked primarily with actor Steven Miller throughout the shoot and also spent a day assisting Kai Alexander with lens handling. She collaborated closely with renowned makeup designer Lizzi Lawson-Zeiss, whose credits include Napoleon and Blade Runner, alongside a team of skilled makeup artists, to integrate eye care seamlessly into the filming process. Advertisement Hide Ad Advertisement Hide Ad The contact lenses used in the production were supplied by Cantor Barnard, a Northamptonshire-based company with over 60 years of experience in the film industry. This collaboration ensured the lenses were precisely tailored to the characters' needs and the show's visual style. Contact Lens Test on the set of Dept Q. Directed by Scott Frank, Department Q is based on the internationally best-selling series of novels and is set to premiere later this year. The series has already generated significant buzz in the UK and internationally for its gripping storylines and cinematic style. Heather commented on her experience while on set, saying: 'It was an incredible experience to collaborate with such a talented production team. 'Blending medical expertise with the creative world of television was a unique opportunity, and it was a memorable experience to be on location with the production team.' Advertisement Hide Ad Advertisement Hide Ad Cameron Optometry, an independent practice located in the heart of Edinburgh, is widely respected for its advanced clinical services and specialist expertise in contact lens handling and eye health. Department Q will be available to watch on Netflix from the 29th May. To find out more about Cameron Optometry, please visit
Globe and Mail
5 days ago
- Business
- Globe and Mail
Barbecue maker Napoleon has always been proud to be made-in-Canada. But a closer look shows the harsh reality of manufacturing at home
Napoleon BBQ has never shied away from waving the Canadian flag. It first strung up a Maple Leaf outside its plant on the outskirts of Barrie, Ont., in the 1980s, and the flag has become part of company lore because of what happened when founder Wolfgang Schroeter hopped on his motorcycle to get a glimpse of it from a nearby highway. He rode too fast, flew around a curve at high speed and skidded out on gravel. 'I was doing everything fast in those days,' Schroeter is quoted as saying in a book of Napoleon lore. These days, the company's still moving fast, building out a brand that includes fireplaces, furnaces and HVAC systems, and it's waving the flag more vehemently. In an open letter released in February, as U.S. President Donald Trump launched his tariff war on imports from Canada, Schroeter and his family urged consumers to rally behind homegrown manufacturers. 'As the economy faces uncertainty,' they wrote, 'we invite you to join us in strongly supporting not only Napoleon but all Canadian businesses.' The letter's we-are-Canadian message—signed by Wolfgang, his wife and co-founder, Ingrid, and their sons Chris and Stephen, who now serve as co-CEOs—could make Napoleon barbecues a hot choice this grilling season as the trade war rages on. 'People are definitely looking for Canadian stuff,' says Ethan Barlow, a sales associate at Barbecues Galore in Edmonton. 'We've really noticed it since the tariff talks started.' Take a closer look at Napoleon's barbecues, though, and you'll find evidence of the harsh reality of manufacturing in Canada: While its high-end Prestige line is made here, its lower-end grills are all produced in China—a fact the company is transparent about. 'We'd love to manufacture everything here,' says Chris Schroeter, but it just isn't possible. To stay competitive with big-name brands like Weber, Napoleon started offshoring in the late 1990s, though it still aims to make as many of its products as it can in Ontario. Ultimately, 55% of its revenue comes from made-in-Canada products, says vice-president of marketing Garry Scott. Napoleon's commitment to domestic manufacturing makes it a major employer in the province's Simcoe County region. More than 1,000 people work at its three plants outside Barrie and at a fourth in Mississauga. Napoleon hasn't escaped the impact of tariffs and Trump's trade rhetoric—U.S. sales represent almost 30% of its barbecue revenue, and it's already had to raise prices there to offset import costs to its U.S. distribution centre. But it's still aiming for growth south of the border (where marketing focuses on the company's motto, 'Innovation Built Better'), as well as in Europe, where the made-in-Canada message also appeals. 'We're finding the story really resonates.' So while other businesses lament the trade war, Napoleon isn't fretting. The company that's as made-in-Canada-as-it-can-be won't reveal sales figures or say how much the tariff war has impacted orders and sales, but Scott says with a delighted smile that so far, Napoleon is having a 'very good year.' Step inside the corporate headquarters at 24 (wait for it) Napoleon Rd., and there's no question you've entered a family business. Instead of bland corporate art, a giant wooden-relief portrait of Napoleon riding a horse hangs on one wall. On another are framed ads that the company ran in 2018 to introduce Chris and Stephen as the new CEOs, with photos of them as children and taglines like, 'Our parents taught us it was okay to play with fire.' What's even clearer is how intensely proud the Schroeters are of the business they've built. The Art of Fire, the self-published history they like to give visitors, meticulously documents the family's trajectory, from Wolfgang's birth in 1949 and his early years in Germany (home to more motorcycle crashes), through details of the couple meeting in Kitchener, Ont., to the launch of a company that now sells its products in more than 70 countries. Stuffed with corporate ephemera including drawings from Wolfgang's trade-school workbooks, receipts from early suppliers and photos from dozens of company events, it's exhaustive, a little goofy (one former employee makes an appearance in photos dressed as a fairy) and full of the sturdy pragmatism that built the company: The third of five business convictions the book lists as core to Chris and Stephen's beliefs is, 'Decisions based on common sense, and firm values go a long way.' Ingrid and Wolfgang, both now in their 70s, officially stepped away after handing the reins to their sons, but it's clear they still like to be involved. Wolfgang continues to assist with R&D, and Ingrid still takes on projects like the new book they're preparing to commemorate the company's upcoming 50th anniversary. 'If we don't like something, we say, 'You've got to improve it,'' Ingrid says, rapping her knuckles on the table. There's a smile on her face but a no-nonsense tone in her voice. She means it. In many ways, the story of the company she and her husband founded in the 1970s is an old-fashioned one—the kind of immigrant-makes-good narrative that's become rarer in Canada lately. Ingrid sums it up matter-of-factly: 'If you work hard, you get somewhere, especially in Canada.' Though the facts suggest there's more to it than that. Wolfgang, a tool-and-die maker who arrived in Canada in 1969, launched his first business making metal railings and wrought-iron patio furniture, but soon moved into wood stoves. A skilled tradesman with a keen eye for innovation, he built a stove for his father-in-law, and his design proved not only viable but appealing—a neighbour soon requested one. Not long after that, he and Ingrid founded Wolf Steel (the official name of the company that owns Napoleon) and began making stoves out of a rented facility in Barrie. Wolfgang handled the design and manufacturing, while Ingrid oversaw sales and admin. The company thrived, helped by the oil crisis of 1979, which sent sales skyrocketing as North Americans looked for alternate ways to heat their homes. As business grew, the Schroeters moved into gas-powered products, including fireplaces and inserts, but the focus on cold-weather items created a challenge: Demand was highly seasonal. The company's lines operated at capacity during the first half of the year, making inventory for the busy fall sales season, but after that, orders dropped, and staff had to be laid off. So in 1995, the Schroeters plugged the seasonal gap by introducing a new offering, cooking grills, with a production schedule that was the opposite: They're typically produced in the latter half of the year and shipped to stores in time for early spring. 'We needed to keep production going,' Ingrid says, 'and we wanted to keep our staff working.' The name the Schroeters chose for their barbecue brand was one they'd established with a line of stoves: Napoleon. They borrowed it from a bottle of brandy Wolfgang spotted in a liquor store when he was looking for inspiration for decorative elements to add to the stoves' doors. The name appealed to them because it represented 'power and prestige,' Chris says, and they've leaned into the image in the past, hiring people to dress as Napoleon and walk the floor at corporate events and trade shows. Today, barbecues represent 65% of total sales, and Napoleon is aiming to become a top brand in a crowded category where big U.S. players like Weber, Traeger, Pit Boss and Char-Broil eat up sizeable chunks of the market. From the beginning, Napoleon has aimed to create a niche for itself at the higher end of the market—the priciest model in its Prestige line, the Pro 825, has six burners, an integrated smoker and rotisserie, and room to grill as many as 51 burgers. The Pro 825 sells for about $6,000, and at that price, the company can afford to manufacture it in Canada. (The line's material costs have so far been relatively unaffected by tariffs, Scott says, since the steel used to make them is primarily Canadian.) But to dominate the barbecue category, Napoleon needs to sell at lower price points, too, and that's where it encounters the challenges faced by many Canadian manufacturers. Its less expensive barbecues are made at two facilities it owns in Guangzhou, China, where lower labour and material costs enable them to make models that sell for under $1,000. Later this year, it will also open a manufacturing facility in Mexico, a move the company needs to make to stay competitive, says president Mike Tzimas. Tzimas, who joined in 2020 from the auto industry, says Napoleon is 'very protective' of the made-in-Canada status of many of its products, but making everything here simply isn't viable. The term 'made in Canada' can itself be misleading: Federal regulators don't require a product to be 100% sourced and manufactured here to receive the designation. Products are labelled 'made in Canada' if more than 50% of the cost of making them has been incurred in Canada, and the last significant transformation—for barbecues, that means assembly—happens here. In the case of some barbecue parts—including ones used to make the Prestige line—the challenge isn't that sourcing them in Canada would be more expensive, Tzimas says. It's that no Canadian—or, in many cases, North American—supplier exists. 'We do as much as we can here,' he says, but expanding the company's Ontario manufacturing operations would require the sort of investment it can't afford to make on its own. And government support isn't likely to come, Tzimas says, in part because Napoleon's size puts it in a 'sort of no-man's land.' It's too big to get the loans and subsidies that small businesses receive, and too small for the direct partnerships that industry leaders like Magna or Linamar benefit from. 'We're somewhere in the middle, which makes things difficult.' Brendan Sweeney, managing director of the Trillium Network for Advanced Manufacturing, credits the company with building a business that can support 1,000 Canadian workers and remain globally competitive. As for sourcing parts or making entire models in China, there's virtually no way to avoid that given how the global supply system has evolved over the past few decades, he says. 'There's no putting the toothpaste back in the tube. As much as possible, Napoleon is sticking to its roots. But if your competitors are in China or Mexico, you've got to be there, too.' Mass-market sales are critical for growth, not only because of the high sales volume they represent but because of the exposure they offer: Research conducted for Napoleon indicates that 70% of gas-grill consumers remember brand names, so having a presence in chain stores helps establish brand awareness that the company can leverage to sell its other products. Only 4% of fireplace and furnace buyers, by comparison, can recall the name of a manufacturer. In Canada, Napoleon products are carried by big-name chains like Home Depot and Lowe's, but in the U.S., the brand hasn't penetrated in-store yet, though its products are sold online by the big players and through an extensive network of dealers. The company has invested 'tens of millions' of dollars building name recognition south of the border, where it highlights quality and innovative features like illuminated knobs that change colour to show whether the gas is turned on or off. The current economic headwinds have 'added complexities,' Tzimas says, joking that he can now recite parts of Section 232 of the U.S. Trade Expansion Act off the top of his head. He started holding twice-weekly meetings with high-level staff in November, he says, when Trump's threats began, to talk through possible scenarios. 'I probably know more about tariffs than I should,' he says as he turns to a whiteboard and starts drawing a diagram of inventory moving between territories, and how and where tariffs apply. As of April, Napoleon has raised prices in the U.S. by about 10% to cover tariff expenses, after having already incurred about $1 million in fees during the early stages of Trump's threats, when it wasn't clear whether they'd stick. 'But we're not panicking,' Tzimas says. The company has dealt with supply chain issues in the past, he notes, especially during the pandemic, when demand for barbecues soared and the company had to ramp up production during a turbulent time for suppliers. 'We're staying focused and hoping cooler heads prevail.' Beyond trade wars, barbecue manufacturers face other challenges, too. Grilling traditions vary across cultures and regions, Tzimas says, so the same product mix doesn't work everywhere. The French have a penchant for griddles and planchas, while southern Europeans like charcoal grills. Germany has a gas-grill culture that's similar to Canada's, though when Napoleon first tried selling barbecues there in 1998, the Germans were skeptical—the grills were too big for their outdoor spaces. (It adapted by making smaller models with foldable side shelves.) Consumer tastes are constantly changing, as well. Lately, that's meant more interest in electric grills. Napoleon responded by launching a full-size electric model this past Earth Day, with Wi-Fi and bluetooth connections that let barbecuers monitor and manage their burgers and steaks via an app. Napoleon prides itself on its innovation. One of the reasons its early wood stoves took off was the glass door Wolfgang designed, a unique feature that he anticipated would appeal to customers. Employees are encouraged to contribute ideas to improve Napoleon's products and production lines, and on a recent day in April, a whiteboard near one assembly line boasted four ideas for increasing output. Currently, Napoleon's most significant R&D efforts focus on creating products for the net zero home, a category it aims to expand into in the future. As for whether Trump's 51st-state threats will drive more Canadians to buy Napoleon barbecues, Sweeney isn't entirely convinced. Consumers are fickle, he says. 'Canadians like to think they'll pay more or drive an extra five kilometres to buy Canadian, but if Home Depot is closer, that's where they end up going.' So while surveys show that Canadians say they want to support Canadian businesses, Sweeney has never seen conclusive research that links that sentiment to actual purchasing decisions. In the end, though, that may not matter. Napoleon's Canadianness is helping to establish its brand, and the company deserves credit for growing as big as it has and not selling. 'We need more companies like this,' says Sweeney. 'Canada is like a Christmas tree farm. We're good at growing trees, but when they get to a certain size, we cut them down.' Tzimas says the company has no plans to stop flag-waving, even when the trade war ends. 'There's no us-versus-them mentality. Regardless of the political rhetoric, we've got great partners [in the U.S.], and we're going to continue to grow the brand. But that doesn't mean we can't be proudly Canadian. I think you can hold both simultaneously: We love our neighbour, and we're proud to be Canadian.' As for the company's flagpole, Wolfgang picked himself up that day back in the 1980s. The gravel deeply embedded in his skin was painful, so he rode his bike back to HQ without taking a good look at the new pole. But fastidious to the end, he drove back later in a car, and he liked what he saw: He'd planted his flag in the perfect location. Your time is valuable. Have the Top Business Headlines newsletter conveniently delivered to your inbox in the morning or evening. Sign up today.
Economist
5 days ago
- General
- Economist
Museums should open up their storerooms
IN MUSEUMS' STOREROOMS, disparate bits of history are brought together. Jesus, rendered in marble, peeks out of a wooden crate; nearby, Napoleon is proud in bronze, but bound by a safety harness. Famous faces are stored alongside forgotten ones. Dante and Nero rub shoulders with a 16th-century Venetian man.
Medscape
6 days ago
- Health
- Medscape
Behind History's Icons: Napoleon and His Notorious Anatomy
The ancient Egyptians believed that mummifying the king's body enabled his ascension to the realm of the gods. According to this belief, the preserved body, known as the Ach — a luminous spirit — was thought to enter the sarcophagus, symbolizing the womb of Nut, the mother goddess of the sky. This belief in the enduring power of corpses echoes human history. In the early history of the Church in the West, Christians developed a special reverence for the bones of saints. Among the many preserved relics are Jesus' foreskin and the head of John the Baptist. By the 19th century, European scientists had begun to preserve and study the organs of extraordinary individuals. From Mohammed's beard and Buddha's teeth to Adolf Hitler's testicles, this offers an overview of the most famous human body parts in history. Part I examines the masculinity of Napoleon Bonaparte. Napoleon: Symbol of Masculinity How masculine was Napoleon Bonaparte (1769-1821)? The answer to this question depends on the definition of masculinity. However, sufficient biographical evidence exists to offer clear answers to some of the possible variations in this otherwise broad and general question. During the French Revolution, young soldier Bonaparte distinguished himself as a military talent of the highest caliber. He went on to become a general of the First French Republic, the First Consul of France, and eventually the Emperor of the French, King of Italy, and Protector of the Confederation of the Rhine. Pieter Geyl wrote in 1947, 'It is impossible that two historians, especially two historians living in different periods, should see any historical personality in the same light.' reflecting on the personality that enabled Bonaparte's swift rise to military and political power. What is beyond dispute is that Bonaparte was 'ambitious,' 'highly intelligent,' 'exceptionally well-organized,' and possessed 'an excellent memory.' These traits allowed him to issue complex military orders swiftly and accurately during critical battles without losing track of troop movements. Arthur Wellesley, first Duke of Wellington from 1769 to 1852, said his presence on the battlefield was worth 40,000 soldiers. He could charm people when he needed to but could also publicly humiliate them and was known for his rage when his plans were frustrated. By that measure, if masculinity was defined by ambition, resolve, and authority, Napoleon would undoubtedly be masculine. Frail Figure Physical strength is another traditional indicator of masculinity. Swiss officer Johann Ludwig Wurstemberger, who accompanied Bonaparte between 1797 and 1798, described him at 29 as 'slight and emaciated looking.' Among his troops, Bonaparte was nicknamed Le Petit Caporal, translated as 'The Little Corporal.' In many later portraits, he appears noticeably shorter than his officers do. This apparent contradiction between personality and physique inspired the Austrian physician and psychiatrist Alfred Adler in 1870-1937 to retrospectively diagnose Bonaparte with an inferiority complex, which was largely caused by his small stature and sexual dysfunction. Adler's theory evolved into what is now known as the 'Napoleon complex.' Historians now know that Napoleon was not unusually short. Standing at 1.686 m, he was > 8 cm taller than the average Frenchman of his time. Young soldiers usually measured between 1.65 and 1.69 m. The fact that Bonaparte nevertheless appears short in paintings is probably due to his preference for tall soldiers — none of his bodyguards were < 1.76 m. Contradictory Sex Life Bonaparte had his first sexual experiences at 18 as a second lieutenant with Parisian prostitutes from the Palais-Royal. He remained faithful to his first wife, Joséphine de Beauharnais, for 2 years — 1763-1814. While on campaign in Egypt, he met Marguérite Pauline Fourés in 1778-869, who was newly married. After sending her husband, a lieutenant, back to France with an important letter, Bonaparte had an affair with Fourés. Two years later, he became involved with the famous Milanese opera singer Giuseppina Grassini — 1773-1850. Later, Bonaparte had affairs with actors Marguerite-Joséphine Georges in 1787-1867 and Catherine-Joséphine Duchesnois in 1777-1835, as well as with Adèle Duchâtel — 1782-1860, the wife of an elderly state councilor. Napoleon appointed the young Genoese dancer Carlotta Gazzani in 1789-1827 as de Beauharnais's reader to facilitate his affairs with Gazzani. Bonaparte also seduced the wives of his officers and other politicians. However, politician and writer Marie-Henri Beyle in 1783-1842, who witnessed one of Bonaparte's encounters, wrote about his sexual performance: 'The emperor, sitting at a small table with his sword at his side, signed decrees. The lady entered, without being disturbed, he asked her to sit on the bed. The main part of the meeting lasted < 3 minutes. Often his Mameluke stood behind a screen.' Surgeon and author Robert McNair Wilson later speculated that Napoleon had testicular atrophy and impotence in his 50s. Even when the Countess of Ornano, Maria Walewska in 1786-1817, with whom he had already fathered an illegitimate child, secretly visited him in exile in 1814, she was given separate accommodation. The Final Symbol A final thought-provoking detail about Bonaparte's masculinity comes from his penis, obtained during an autopsy in 1821 and reportedly preserved to this day. In a Channel 4 documentary by the British television network, Napoleon's preserved penis, reportedly owned by American urologist John Kingsley Lattimer, was measured off-camera. at 1.0 inch (2.54 cm). Experts estimate that in his lifetime, it may have measured approximately 3-4 cm. The penis is often viewed as a symbol of male creativity and power. However, the discovery of the penis of one of history's most influential and idealized figures, Monarch Napoleon I, invites a reconsideration of penis cults and old stereotypes.
