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As Paramount moved Monday to sweeten its bid for Warner Bros. Discovery, a high-stakes political battle is playing out behind the scenes.

Paramount’s latest offer enhanced its earlier $30-a-share bid, valued at $108 billion, said a person familiar with the process who was not authorized to comment publicly. Details of the revised proposal, first reported by Bloomberg, were not immediately available.

The firm is leveraging both the dynastic wealth of Larry Ellison’s empire and his ties to the Trump administration to dismantle Netflix’s rival $82.7-billion deal for Warner, which owns CNN, HBO and the premier Hollywood film and television studios, according to people close to the auction.

Over the weekend, President Trump turned up the heat, demanding that Netflix “IMMEDIATELY” fire Susan Rice — a former Obama and Biden administration official — who serves on Netflix’s 13-member board or “pay the consequences.”

Trump, in a Saturday night social media post, called the former ambassador “deranged … She’s got no talent or skills — Purely a political hack!”

Trump previously said he would not get involved in the pivotal Warner Bros. auction, instead leaving the matter to the Department of Justice, which is investigating whether a Netflix takeover, or Paramount’s alternative bid, would harm competition. Trump has been an outspoken critic of CNN and many of its on-air hosts.

Netflix won the bidding for the storied studio and HBO in December, prompting the spurned Paramount executives to launch a multipronged strategy to scuttle the Netflix deal.

Netflix co-Chief Executive Ted Sarandos sought to downplay the latest controversy, saying during a BBC interview Monday: “This is a business deal, it’s not a political deal.”

But Paramount, which declined to comment for this article, has not been shy about playing its political cards.

Warner Bros. Studio in Burbank.

(Myung J. Chun/Los Angeles Times)

The company, overseen by Larry Ellison’s son, David, is trying to convince Justice Department regulators and Warner Bros. shareholders that the Netflix deal is too dicey and that they should instead side with Paramount, said sources who were not authorized to comment publicly.

Paramount has attempted numerous maneuvers to gain the upper hand.

“This deal was never going to be decided on the merits of the offer or rigid antitrust considerations,” said Gabriel Kahn, a professor at the USC Annenberg School for Communication and Journalism. “This was a classic Trump administration deal where proximity to the president counts a lot more than financial terms.”

Trump’s Saturday night outburst came after Rice, during a podcast interview last week, said that “it is not going to end well” for corporations, media outlets and law firms that “bent the knee” to Trump should Democrats regain control in Washington.

The comments of Rice, a Netflix director for eight years, came as Paramount-owned CBS was involved in a headline-grabbing dust-up with late-night talk-show host, Stephen Colbert, over Trump’s Federal Communications Commission chair‘s threat to modify a rule requiring that broadcasters to give political candidates equal time. Colbert has accused his company of kowtowing to Trump, which CBS has denied.

Netflix’s Sarandos and Paramount’s David Ellison have made separate treks to the White House.

In October, Paramount hired a former Trump administration official, Makan Delrahim, who oversaw the Justice Department’s antitrust division during Trump’s first term, to quarterback Paramount’s campaign to win over regulators and politicians.

A formidable ally — Sen. Ted Cruz (R-Texas) — recently visited Delrahim on Paramount’s Melrose Avenue lot in Los Angeles. While there, Cruz said he was a fan of the CBS show “NCIS,” which prompted Paramount executives to put together an impromptu tour of the “NCIS Origins” soundstages, according to a person familiar with the visit.

In December, Delrahim made a tactical move to apply for Justice Department approval of Paramount’s deal — despite the absence of a signed agreement with the Warner Bros. board and the consent of its shareholders. The gambit was meant to speed the agency’s approval should the Netflix deal crumble. Warner stockholders are expected to vote March 20.

Last week, Paramount announced that a major deadline had passed without pushback from the Justice Department. “There is no statutory impediment in the U.S. to closing Paramount’s proposed acquisition of WBD,” Paramount said in a regulatory filing.

Paramount faces a separate deadline late Monday to improve the finances of its proposed takeover to shake the support of Warner Bros. Discovery’s board members for the Netflix deal.

Paramount wants to buy all of Warner Bros. Discovery, including CNN.

Netflix, in contrast, does not want the bulk of cable TV channels beyond HBO, and has offered $27.75 a share. It has the right to match any improved Paramount proposal.

Warner is planning to spin off the bulk of its channel portfolio, including HGTV, TBS and Cartoon Network, in a separate company. Its shareholders will receive stock in that entity, slated to be called Discovery Global.

Concerns over Netflix’s deal have been mounting.

Department of Justice regulators have sent inquiries to the three companies, according to one senior executive who was not authorized to speak publicly. The department is said to be looking at Netflix’s historic business strategy of steering most of its film releases to its streaming platform, often bypassing movie theaters. Sarandos has promised to maintain a 45-day theatrical window for Warner Bros. films.

Bloomberg has reported that regulators also are trying to determine whether Netflix has exerted leverage over creators in negotiations when acquiring programming to build its catalog.

This month, Republican lawmakers blasted Sarandos during a Senate Judiciary Subcommittee on Antitrust, Competition Policy, and Consumer Rights hearing to explore antitrust implications of the Warner Bros. sale. Sen. Mike Lee (R-Utah) sent Netflix a series of pointed follow-up questions, including: “If allowed to proceed, what effect will the merger have on future competition?”

Ted Sarandos, left, and David Zaslav at the 2026 Golden Globes.

(Allen J. Schaben / Los Angeles Times)

The hearing also veered into culture wars, with Sen. Josh Hawley (R-Mo.) suggesting Netflix was promoting a “transgender ideology” to children, which Sarandos denied.

Another Missouri Republican, Sen. Eric Schmitt, accused Netflix of making some of “the wokest content in the history of the world.”

“Netflix has no political agenda of any kind,” Sarandos told the lawmakers.

David Ellison also was invited to appear at the Feb. 3 hearing, but he declined — which raised the eyebrows of some members of the panel.

Skydance Media founder and Chief Executive David Ellison, who leads Paramount, is shown in 2023 in New York.

(Evan Agostini / Invision / Associated Press)

Sen. Cory Booker (D-N.J.) challenged Ellison for failing to answer lawmakers’ questions under oath, including about his dealings with the president.

Ellison instead responded with a statement but Booker and other lawmakers wrote back, saying Ellison’s statement “failed to address” the issues raised by Booker.

“The pattern of evasion, combined with Paramount’s apparent confidence that a politically sensitive transaction will clear without difficulty warrants serious scrutiny,” Booker, Senate Minority Leader Chuck Schumer and others wrote in the Feb. 19 letter.

The Democrats instructed Ellison “to preserve records related to the proposed Paramount-Warner Bros. Discovery transaction.”

The move came days after Gail Slater, the Justice Department’s antitrust chief, was bounced from her job, reportedly after becoming a thorn in the side of some business interests. Slater’s former top deputy, who also left the Justice Department, publicly warned that antitrust decisions are being influenced by corporate lobbyists — not in the interest of ordinary Americans.

“We see this happen again and again,” USC’s Kahn said.

“Let’s not forget that Larry Ellison’s Oracle was part of the consortium that purchased the U.S. operations of TikTok. Repeated complaints from the FCC about content at CBS have been heeded by the Ellison regime,” Kahn said, adding: “This is the reality of trying to do any business in the Trump administration: It’s about payoffs and proximity.”

After some initial resistance, CBS News has cut ties with contributor Peter Attia, whose name appears more than 1,700 times in the files of pedophile Jeffrey Epstein.

Attia, a physician who specializes in longevity medicine, was among the 19 contributors named last month by CBS News editor in chief Bari Weiss. A CBS News executive confirmed Attia’s departure Monday.

Attia’s resignation was agreed upon after discussions with Weiss, according to one of her associates. He had not appeared on the network since the announcement of his hiring in January.

Once Attia’s name showed up in the cache of Epstein files released by the Department of Justice earlier this month, it seemed as though cutting him loose would be a no-brainer for the news division.

But Weiss, who came to CBS News when parent company Paramount acquired her contrarian digital site the Free Press last fall, is highly skeptical of cancel culture and resisted immediate action, according to people familiar with her thinking.

A representative for Attia said he quit because “he wanted to ensure his involvement didn’t become a distraction from the important work being done at CBS.”

Any appearance on the network probably would have generated a spate of negative stories.

Attia’s email exchanges with Epstein included a crude discussion about female genitalia.

Another message showed Attia expressing dismay that he could not discuss Epstein’s activities. “You [know] the biggest problem with becoming friends with you? The life you lead is so outrageous, and yet I can’t tell a soul …,” Attia wrote.

In 2008, Epstein pleaded guilty to state charges of soliciting prostitution, including from a minor. He was found dead in his jail cell in 2019, about a month after being arrested on federal sex-trafficking charges

From a business standpoint, keeping Attia at CBS was untenable. Health-related segments are attractive to advertisers and it’s highly unlikely that any sponsor would want their commercials adjacent to him.

Attia had already been dropped by AGI, a company that makes powdered supplements,where he was a scientific advisor. He also stepped away from his role as chief science officer for David, a protein bar maker.

CBS News pulled an October “60 Minutes” profile of Attia that was scheduled to re-air this month.

Attia apologized for his interactions with Epstein. He said he had not been involved in any criminal activity and had never visited Epstein’s island.

“I apologize and regret putting myself in a position where emails, some of them embarrassing, tasteless, and indefensible, are now public, and that is on me,” Attia wrote. “I accept that reality and the humiliation that comes with it.”

Attia wrote the bestselling book “Outlive: The Science and Art of Longevity” and hosts a popular podcast. His company, Early Medical, offers a program that teaches people to live healthier as they age.

Disneyland Resort’s high percentage of California visitors has helped mitigate a dip in international tourists, an executive said Thursday.

More than 50% of the Anaheim theme park’s audience has typically been from California, Thomas Mazloum, president of Disneyland Resort, told reporters during a media event at Disney’s Grand Californian Hotel and Spa. As a result, the company has been able to quickly shift marketing focus to that audience, as well as its ongoing efforts to boost out-of-state attendance.

Walt Disney Co. had previously indicated a slowdown in international visitation at its U.S. theme parks in its fiscal first-quarter earnings call earlier this month.

Company executives said they expected to see “modest” growth in its operating income for its experiences sector — which includes Disney’s theme parks — due to “headwinds” in foreign visitation trends to its domestic parks, as well as pre-launch costs for its new cruise ship and a “Frozen”-themed land in Disneyland Paris.

And as Disneyland Resort hit its 70th anniversary last year, the park is looking to grow and find new audiences to stay relevant for the future.

Because of the large number of California visitors, the company recently expanded its traditional deal for Southern California locals to all residents of the Golden State. Disneyland Resort has also made its lowest-price entry ticket of $104 available year-round to active-duty members of the U.S. armed forces, and introduced a new summer promotion pricing a one-day, park-hopper kids’ ticket at $50 a day.

The theme park is also looking to attract more young families. To that end, Disneyland Resort will open an immersive theater experience called “Bluey’s Best Day Ever!” on March 22 at the Fantasyland Theatre, a nod to the massive appeal of Australian animated show “Bluey.”

“I continue to say how critical it is to expand the audience,” Mazloum said. “I still see a lot of opportunity for people who haven’t discovered Disneyland yet.”

Disney California Adventure’s Monsters, Inc. Mike & Sulley to the Rescue! ride will also stay open into 2027, Mazloum said. The ride was originally scheduled to be retired this year to make way for an “Avatar” ride and experience, but after some planning from the engineering and operations teams, it can now stay open without negatively affecting construction and project progress, he said.

The park is also looking to increase spontaneity for visitors, and will eliminate the current 11 a.m. start time for park-hopping later this year, allowing guests to move back and forth between the parks at their leisure, Mazloum said.

The plans for growth at Disneyland Resort come as Disney recently named theme parks chief Josh D’Amaro as its new chief executive. The theme parks sector he previously oversaw is Disney’s economic engine, providing the majority of the company’s operating income in the last few years.

Outside a hall where Southern California Edison was celebrating Black History Month on Friday, a group of Altadena residents stood on the sidewalk, waving signs and talking of the homes and family members they lost in last year’s Eaton fire.

“They’re in there celebrating Black history and they’ve destroyed a Black town,” said Nicole Vasquez of My Tribe Rise, which helped organize the protest.

The Jan. 7, 2025 fire destroyed thousands of homes, including the majority of homes in west Altadena, a historically Black community. All but one of the 19 people who died were in west Altadena.

“If Edison’s tower did not ignite the fire, Altadena would still be there,” said Trevor Howard Kelley, who lost his 83-year-old mother, Erliene, in the fire.

Kelley, his daughter and two granddaughters had been living with his mother before her home was destroyed, he said.

The Black Altadena residents are part of a larger coalition that is asking Edison to advance each family who lost their home $200,000 in emergency housing assistance. They say that more than a year after the blaze many wildfire survivors are running out of the funds they had received from insurers.

The group protesting Friday also called for transparency from Edison. The company has said it believes it is likely its equipment caused the fire but has continued to deny it did anything wrong.

“We just want the truth,” said Felicia Ford, who lost her house in the fire. “What’s wrong with saying, ‘We got this wrong.’”

Scott Johnson, an Edison spokesperson, said Friday that the company continued to believe its voluntary compensation program was the best way to help victims of the fire. Edison has promised to quickly review each victim’s claim and pay it swiftly if approved.

Families who lost their homes can receive hundreds of thousands of dollars under the program, while those with damaged homes receive lesser amounts.

But many survivors say they don’t believe the offered amounts fully compensate their losses. And to receive the money, victims must agree not to sue — which many are not willing to do.

“We recognize the incredible struggles the community has faced,” Johnson said. “The intent of the program is to reach final settlements to allow the community to rebuild and move on.”

The investigation into the cause of the fire has not yet been released. Edison has said a leading theory is that its century-old transmission line in Eaton Canyon, which had not carried electricity for 50 years, somehow became reenergized and sparked the fire.

Company executives said they did not remove the old line because they believed it would be used in the future.

Tru Williams said he just wants to get his parents back home.

(Myung J. Chun / Los Angeles Times)

In December, state regulators ordered Edison to identify fire risks on its 355 miles of out-of service transmission lines located in areas of high fire risk and tell regulators how executives planned to use the lines in the future.

This week, Edison disclosed that the Los Angeles County district attorney was investigating whether Edison should be criminally prosecuted for its actions in the fire.

West Altadena became one of L.A.’s first middle-class Black neighborhoods in the 1960s, partly because discriminatory redlining practices for years kept Black homebuyers from settling east of Lake Avenue.

Heavenly Hughes, co-founder of My Tribe Rise, told the crowd she had lived in Altadena for 50 years.

“I was raised in a thriving working-class community and they have destroyed that community,” Hughes said, referring to Edison.

Added Ford, “The people making these decisions aren’t suffering at all. They’re still getting their paychecks, bonuses and stock options.”

California may be losing two of the state’s most famed residents and generous political donors.

Filmmaker Steven Spielberg recently moved to New York and Facebook co-founder Mark Zuckerberg is eyeing purchasing a new property in Florida, stirring speculation about whether their decisions are tied to a proposed new tax on California billionaires to fund healthcare for the state’s most vulnerable residents.

Although a handful of prominent conservatives who bolted out of California noisily blamed their departure on the controversial wealth tax measure, as well as the state’s liberal ways and what they describe as cumbersome business regulations, neither Zuckerberg nor Spielberg has given any indication that the tax proposal is the reason for their moves.

A spokesperson for Spielberg, who has owned homes on both the East and West coasts since at least the mid-1990s, said the sole motivation for Spielberg and his wife, actor Kate Capshaw, decamping to Manhattan was to be near family.

“Steven’s move to the East Coast is both long-planned and driven purely by his and Kate Capshaw’s desire to be closer to their New York based children and grandchildren,” said Terry Press, a spokesperson for the prodigious filmmaker. She declined to answer questions about his position on the proposed ballot measure.

Director Steven Spielberg presents president Bill Clinton with the Ambassadors Humanity award at the 5th Annual Ambassadors for Humanity Dinner Honoring former President Bill Clinton to support the Survivors of the Shoah Visual History Foundation held at the Amblin theatre Universal Studios on February 17, 2005 in Los Angeles, California.

(Frazer Harrison / Getty Images)

On Jan. 1, Spielberg and Capshaw officially became residents of New York City, settling in the historic San Remo co-op in Central Park West. The storied building is among the most exclusive in Manhattan, having been home to Bono, Mick Jagger, Warren Beatty, Tiger Woods and many other celebrities. On the same day, Spielberg’s Amblin Entertainment opened an office in New York City.

Zuckerberg and his wife, pediatrician Priscilla Chan, are considering buying a $200-million waterfront mansion in South Florida, the Wall Street Journal first reported this month. The property is located in Miami’s Indian Creek, a gated barrier island that is an alcove of the wealthy and the influential, including Amazon founder Jeff Bezos and Trump’s daughter Ivanka and her husband, Jared Kushner.

Representatives for Zuckerberg declined to comment.

The billionaires’ moves raised eyebrows because they take place as supporters of the proposed 5% one-time tax on the assets of California billionaires and trusts are gathering signatures to qualify the initiative for the November ballot. Led by the Service Employees International Union-United Healthcare Workers West, they must gather the signatures of nearly 875,000 registered voters and submit them to county elections officials by June 24.

If approved, the tax would raise roughly $100 billion that would largely pay for healthcare services, as well as some education programs. Critics say it would drive the wealthy and their companies out of the state. On Dec. 31, venture capitalist David Sacks announced that he was opening an office in Austin, Texas, the same day PayPal co-founder Peter Thiel publicized that his firm had opened a new office in Miami.

The proposed ballot measure, if it qualifies for the ballot and is approved by voters, would apply to Californians who are residents of the state as of 2026. But residency requirements are murky. Among the factors considered by the state’s Franchise Tax Board are where someone is registered to vote, the location of their principle residence, how much time they spend in California, where their driver’s license was issued and their cars registered, where their spouse and children live, the location of their doctors, dentists, accountants and attorneys, and their “social ties,” such as the site of their house of worship or county club.

It’s unclear whether the proposal will qualify for the November ballot, and if it does, whether voters will approve it. However, a mass exodus of a number of the state’s billionaires — more than 200 people — would have a notable effect on state revenue, regardless. The state’s budget volatility is caused by its heavy reliance on taxes paid by the state’s wealthiest residents, including from levies on capital gains and stock-based compensation.

“The highest-income Californians pay the largest share of the state’s personal income tax,” according to Gov. Gavin Newsom’s 2026-27 budget summary that was published in January. “The significant share of personal income taxes — by far the state’s largest General Fund revenue source — paid by a small percentage of taxpayers increases the difficulty of forecasting personal income tax revenue.”

This reliance on wealthy Californians is among the reasons the proposed billionaires tax has created a schism among Democrats and is a source of discord in the 2026 governor’s race to replace Newsom, who cannot seek another term and is weighing a presidential bid. He opposes the proposal; Sen. Bernie Sanders (I-VT.) campaigned for it Wednesday evening at the Wiltern in Los Angeles.

“I am not only supportive of what they’re trying to do in California, but we’re going to introduce a wealth tax for the whole country. We have got to deal with the greed, the extraordinary greed, of the billionaire class,” Sanders told reporters Feb. 11.

Zuckerberg and Spielberg are both prolific political donors, though it is difficult to fully account for their contributions to candidates, campaigns and other entities because of how they or their affiliates donate to them as well as the intricacies of campaign finance reporting.

Spielberg, 79, a Hollywood legend, is worth more than $7 billion, according to Forbes. He and his wife have donated almost universally to Democratic candidates and causes, according to Open Secrets, a nonprofit, nonpartisan tracker of federal campaign contributions, and the California secretary of state’s office.

The prolific filmmaker, who won acclaim for movies such as “Schindler’s List,” “Jaws,” “Jurassic Park” and the “Indiana Jones” trilogy, was born in Ohio and lived with his family in several states before moving to California. He attended Cal State Long Beach but dropped out after Universal Studios gave him a contract to direct television shows.

Zuckerberg, 41, launched Facebook while in college and is worth more than $219 billion, making him among the world’s richest people, according to Forbes.

His largest personal federal political donation appears to be $1 million to FWD.us, a group focused on criminal justice and immigration reform nationwide, according to Open Secrets.

Zuckerberg, who is currently a registered Democrat in Santa Clara County, has donated to politicians across the partisan spectrum, including Democrats such as former House Speaker Nancy Pelosi and current Senate Minority Leader Chuck Schumer to Republicans such as President Trump’s Secretary of State Marco Rubio when he ran for the White House and Chris Christie during his New Jersey gubernatorial campaign.

Both men’s personal donations don’t include their other effects on campaign finances — Spielberg has helped countless Democratic politicians raise money in Hollywood; Zuckerberg’s company has made other contributions. Meta — the parent company of Facebook, Instagram and WhatsApp — donated $1 million to Trump’s inauguration committee in December 2024. Zuckerberg later attended the president’s swearing in at the U.S. Capitol Rotunda.

Zuckerberg, born in White Plains, N.Y., created an early prototype of Facebook while at Harvard University and dropped out to move to Silicon Valley to complete the social media platform, as depicted in the award-winning film “The Social Network.”

He still owns multiple properties in California and elsewhere, including a controversial, massive compound on Kauai that includes two mansions, dozens of bedrooms, multiple other buildings and recreational spaces — and an underground bunker that features a metal door filled with concrete, according to a 2023 investigation by Wired. The cost of land acquisition and construction reportedly has topped $300 million.

Meta is based in Menlo Park, Calif., though it has been incorporated in Delaware since Facebook’s founding in 2004.

Times staff writer Queenie Wong contributed to this report.

The Los Angeles County District Attorney is investigating whether Southern California Edison should be criminally prosecuted for its actions in last year’s devastating Eaton wildfire, which killed 19 people and left thousands of families homeless, the company said Wednesday.

Pedro Pizarro, chief executive of Edison International, told Wall Street analysts during an afternoon conference call that the company was cooperating with the District Attorney’s office. He said he didn’t know the magnitude of the investigation.

The company said in its annual 10-K report, which was released Wednesday, that it “could be subject to material fines, penalties, or restitution” if the investigation “determined that it failed to comply with applicable laws and regulations.”

“SCE is not aware of any basis for felony liability with regards to the Eaton Fire,” the report said. “Any fines and penalties incurred in connection with the Eaton Fire will not be recoverable from insurance, from the Wildfire Fund, or through electric rates.”

The District Attorney’s office declined to comment.

The investigation into the fire, which destroyed a wide swath of Altadena, has not yet been released. Pizarro has said that a leading theory of the fire’s cause is that a century-old transmission line in Eaton Canyon, which had not carried power for 50 years, somehow re-energized and sparked the fire.

Edison executives have said they didn’t remove the line because they believed it would be used in the future.

Company executives knew idle transmission lines could spark wildfires. In 2019, investigators traced the Kincade fire in Sonoma County, which destroyed 374 homes and other structures, to a transmission line owned by Pacific Gas & Electric that was no longer in service.

The Times reported in December how Edison fell behind in maintenance of its transmission system before the fire.

Despite the dangerous Santa Ana wind conditions on Jan. 7, 2025, Edison decided not to shut down the transmission lines running through Eaton Canyon. Pizarro has said the winds that night didn’t meet the company’s threshold at the time for turning off the lines.

Pizarro told investors on the call Wednesday that he continued to believe that the company had acted as a “reasonable utility operator” before the deadly fire.

Under state law, if a utility is determined to have acted reasonably it can be reimbursed for all or most of the damages of the fire by a state wildfire fund.

Connor Cipolla, an Eaton wildfire survivor, last year praised Southern California Edison’s plan of burying more than 60 miles of electric lines in Altadena as it rebuilds to reduce the risk of fire.

Then he learned he would have to pay $20,000 to $40,000 to connect his home, which was damaged by smoke and ash, to Edison’s new underground line. A nearby neighbor received an estimate for $30,000, he said.

“Residents are so angry,” Cipolla said. “We were completely blindsided.”

Other residents have tracked the wooden stakes Edison workers put up, showing where crews will dig. They’ve found dozens of places where deep trenches are planned under oak and pine trees that survived the fire. In addition to the added costs they face, they fear many trees will die as crews cut their roots.

“The damage is being done now and it’s irreversible,” homeowner Robert Steller said, pointing Maiden Lane to where an Edison crew was working.

For a week, Steller, who lost his home in the fire, parked his Toyota 4Runner over a recently dug trench. He said he was trying to block Edison’s crew from burying a large transformer between two towering deodar cedar trees. The work would “be downright fatal” to the decades-old trees, he said.

Altadena resident Robert Steller stands in front of his Toyota 4Runner that he parked strategically to prevent a Southern California Edison crew from digging too close to two towering cedar trees.

(Ronaldo Bolaños / Los Angeles Times)

The buried lines are an upgrade that will make Altadena’s electrical grid safer and more reliable, Edison says, and it also will lower the risk that the company would have to black out Altadena neighborhoods during dangerous Santa Ana winds to prevent fires.

Brandon Tolentino, an Edison vice president, said the company was trying to find government or charity funding to help homeowners pay to connect to the buried lines. In the meantime, he said, Edison decided to allow owners of homes that survived the fire to keep their overhead connections until financial help was available.

Tolentino added that the company planned meetings to listen to residents’ concerns, including about the trees. He said crews were trained to stop work when they find tree roots and switch from using a backhoe to digging by hand to protect them.

“We’re minimizing the impact on the trees as we [put lines] underground or do any work in Altadena,” he said.

Although placing cables underground is a fire prevention measure, consumer advocates point out it’s not the most cost-effective step Edison can take to reduce the risk.

Undergrounding electric wires can cost more than $6 million per mile, according to the state Public Utilities Commission, far more than building overhead wires.

Because utility shareholders put up part of the money needed to pay for burying the lines, the expensive work means they will earn more profit. Last year, the commission agreed Edison investors could earn an annual return of 10.03% on that money.

Edison said in April it would spend as much as $925 million to underground and rebuild its grid in Altadena and Malibu, where the Palisades fire caused devastation. That amount of construction spending will earn Edison and its shareholders more than $70 million in profit before taxes — an amount billed to electric customers — in the first year, according to calculations by Mark Ellis, the former chief economist for Sempra, the parent company of Southern California Gas and San Diego Gas & Electric.

That annual return will continue over the decades while slowly decreasing each year as the assets are depreciated, Ellis said.

“They’re making a nice profit on this,” he said.

Tolentino said the company wasn’t doing the work to profit.

“The primary reason for undergrounding is the wildfire mitigation,” he said. “Our focus is supporting the community as they rebuild.”

It’s unclear if the Eaton fire would have been less disastrous if Altadena’s neighborhood power lines had been buried. The blaze ignited under Edison’s towering transmission lines that run down the mountainside in Eaton Canyon. Those lines carry bulk power through Edison’s territory. The power lines being put underground are the smaller distribution lines, which carry power to homes.

A power line outside the home of Altadena resident Connor Cipolla.

(Ronaldo Bolanos/Los Angeles Times)

The investigation into the fire’s cause has not yet been released. Edison says a leading theory is that one of the Eaton Canyon transmission lines, which hadn’t carried power for 50 years, might have briefly reenergized, sparking the blaze. The fire killed 19 people and destroyed more than 9,000 homes, businesses and other structures.

Edison said it has no plans to bury those transmission lines.

The high cost of undergrounding has become a contentious issue in Sacramento because, under state rules, most or all of it is billed to all customers of the utility.

Before the Eaton fire, Edison won praise from consumer advocates by installing insulated overhead wires that sharply cut the risk of the lines sparking a fire for a fraction of the cost. Since 2019, the company has installed more than 6,800 miles of the insulated wires.

“A dollar spent reconductoring with covered conductor provides … over four times as much value in wildfire risk mitigation as a dollar spent on underground conversion,” Edison said in testimony before the utilities commission in 2018.

By comparison, Pacific Gas & Electric has relied more on undergrounding its lines to reduce the risk of fire, pushing up customer utility bills. Now Edison has shifted to follow PG&E’s example.

Mark Toney, executive director of the the Utility Reform Network, a consumer group in San Francisco, said his staff estimates Edison spends $4 million per mile to underground wires compared with $800,000 per mile for installing insulated lines.

By burying more lines, customer bills and Edison’s profits could soar, Toney said.

“Five times the cost is equal to five times the profit,” he said.

Last spring, Pedro Pizarro, chief executive of Edison International, told Gov. Gavin Newsom about the company’s undergrounding plans in a letter. Pizarro wrote that rules at the utility commission would require Altadena and Malibu homeowners to pay to underground the electric wire from their property line to the panel on their house. He estimated it would cost $8,000 to $10,000 for each home.

Residents who need to dig long trenches may pay far more than that, said Cipolla, who is a member of the Altadena Town Council.

An oak tree stands tall in an area impacted by the Eaton fires. Homeowners worry such trees could be at risk in the undergrounding work.

(Ronaldo Bolanos/Los Angeles Times)

Last week, Cipolla showed a reporter the electrical panel on the back of his house, which is many yards away from where he needs to connect to Edison’s line. The company also initially wanted him to dig up the driveway he poured seven years ago, he said. Edison later agreed to a location that avoids the driveway.

Tolentino said Edison’s crews were working with homeowners concerned about the company’s planned locations for the buried lines.

“We understand it is a big cost and we’re looking at different sources to help them,” he said.

At the same time, some residents are fuming that, despite the undergrounding work, most of the town’s neighborhoods still will have overhead telecommunications lines. In other areas of the state, the telecommunications companies have worked with the electric utilities to bury all the lines, eliminating the visual clutter.

So far, the telecom companies have agreed to underground only a fraction of their lines in Altadena, Tolentino said.

Cipolla said Edison executives told him they eventually plan to chop off the top of new utility poles the company installed after the fire, leaving the lower portion that holds the telecom lines.

“There is no beautification aspect to it whatsoever,” Cipolla said.

As for the trees, Steller and other residents are asking Edison to adjust its construction map to avoid digging near those that remain after the fire. Altadena lost more than half of its tree cover in the blaze and as crews cleared lots of debris.

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1. A pedestrian walks past Christmas Tree lane in Altadena. Christmas Tree Lane was officially listed in the National Register of Historic Places in 1990. 2. A “We Love Altadena” sign hangs from a shrub on Christmas Tree Lane. 3. Parts of a chopped down tree rest on a street curb in Altadena.

Wynne Wilson, a fire survivor and co-founder of Altadena Green, pointed out that the lot across the street from the giant cedar trees on Maiden Lane has no vegetation, making it a better place for Edison’s transformer.

“This is needless,” Wilson said. “People are dealing with so much. Is Edison thinking we won’t fight over this?”

Carolyn Hove, raising her voice to be heard over the crew operating a jackhammer in front of her home, asked: “How much more are we supposed to go through?”

Hove said she doesn’t blame the crews of subcontractors the utility hired, but Edison’s management.

“It’s bad enough our community was decimated by a fire Edison started,” she said. “We’re still very traumatized, and then to have this happen.”

Warner Bros. Discovery is cracking open the door to allow spurned bidder, Paramount Skydance, to make its case — but Warner’s board still maintains its preference for Netflix’s competing proposal.

Warner’s move to reopen talks comes after weeks of pressure from Paramount, which submitted an enhanced offer to buy Warner last week. Paramount’s willingness to increase its offer late in the auction attracted the attention of some Warner investors.

On Tuesday, Warner Bros. Discovery responded with a letter to Paramount Chairman David Ellison and others on Paramount’s board, giving the group seven days to “clarify your proposal.”

“We seek your best and final proposal,” Warner board members wrote. Warner set a Feb. 23 deadline for Paramount to comply.

The closely watched sale of the century-old Warner Bros., known for “Batman,” “The Big Bang Theory,” “Casablanca,” and HBO, the home of “Game of Thrones” and “Succession,” is expected to reshape Hollywood.

The flurry of activity comes as Warner Bros. Discovery and Netflix are seeking to enter the home stretch of the auction. Warner separately issued its proxy and set a special March 20 meeting of its shareholders to decide the company’s fate.

Warner Bros. Discovery is recommending that its stockholders approve the $82.7-billion Netflix deal.

“We continue to believe the Netflix merger is in the best interests of WBD shareholders due to the tremendous value it provides, our clear path to achieve regulatory approval and the transaction’s protections for shareholders against downside risk,” Warner Chairman Samuel A. Di Piazza, Jr., said in a Tuesday statement.

Still, the maneuver essentially reopens the talks.

Warner Bros. is creating an opportunity for Paramount to sway Warner board members, which could perhaps prompt Netflix to raise its $27.75 a share offer for Warner’s Burbank-based studios, vast library of programming, HBO and streaming service HBO Max.

Netflix is not interested in buying Warner Bros. Discovery’s basic cable channels, including CNN, TBS, HGTV and Animal Planet, which are set to be spun off to a stand-alone company later this year.

In contrast, Paramount wants to buy the entire company and has offered more than $30 a share.

Last week, Paramount sweetened its bid for Warner, adding a $2.8-billion “break fee” that Warner would have to pay Netflix if the company pulled the plug on that deal. Paramount also said it would pay Warner investors a “ticking fee” of 25 cents a share for every quarter after Jan. 1 that the deal does not close.

“While we have tried to be as constructive as possible in formulating these solutions, several of these items would benefit from collaborative discussion to finalize,” Paramount said last week as it angled for a chance to make its case. “We will work with you to refine these solutions to ensure they address any and all of your concerns.”

Netflix agreed to give Warner Bros. Discovery a temporary waiver from its merger agreement to allow Warner Bros. Discovery to reengage with Paramount, which lost the bidding war on Dec. 4.

“We granted WBD a narrow seven-day waiver of certain obligations under our merger agreement to allow them to engage with PSKY to fully and finally resolve this matter,” Netflix said Tuesday in a statement. “This does not change the fact that we have the only signed, board-recommended
agreement with WBD, and ours is the only certain path to delivering value to WBD’s stockholders.”

Netflix has matching rights for any improved Paramount offer. The company renewed its confidence in its deal and its prospect to win regulatory approval.

“PSKY has repeatedly mischaracterized the regulatory review process by suggesting its proposal will sail through, misleading WBD stockholders about the real risk of their regulatory challenges around the world,” Netflix said in its statement. “WBD stockholders should not be misled into thinking that PSKY has an easier or faster path to regulatory approval – it does not.”

Warner Bros. Discovery acknowledged that Paramount’s recent modification “addresses some of the concerns that WBD had identified several months ago,” according to the letter to Paramount.

But Warner Bros. Discovery added Paramount’s offer “still contains many of the unfavorable terms and conditions that were in the draft agreements … and twice unanimously rejected by our Board,” Warner Bros. Discovery said.

Warner’s board told Paramount it will “welcome the opportunity to engage” during the seven-day negotiation period.

Paramount has been pursuing the prized assets since last September.

“Every step of the way, we have provided PSKY with clear direction on the deficiencies in their offers and opportunities to address them,” Warner Chief Executive David Zaslav said in a statement. “We are engaging with PSKY now to determine whether they can deliver an actionable, binding proposal that provides superior value and certainty for WBD shareholders.”

The world’s largest shipping company MSC has been moving goods to and from illegal Israeli settlements in the occupied West Bank and Syria’s occupied Golan Heights, with the help of European port operators.

SACRAMENTO — Gov. Gavin Newsom told world leaders Friday that President Trump’s retreat from efforts to combat climate change would decimate the U.S. automobile industry and surrender the future economic viability to China and other nations embracing the transition to renewable energy.

Newsom, appearing at the Munich Security Conference in Germany, urged diplomats, business leaders and policy advocates to forcefully stand up to Trump’s global bullying and loyalty to the oil and coal industry. The California governor said the Trump administration’s massive rollbacks on environmental protection will be short-lived.

“Donald Trump is temporary. He’ll be gone in three years,” Newsom said during a Friday morning panel discussion on climate action. “California is a stable and reliable partner in this space.”

Newsom’s comments came in the wake of the Trump administration’s repeal of the endangerment finding and all federal vehicle emissions regulations. The endangerment finding is the U.S. government’s 2009 affirmation that planet-heating pollution poses a threat to human health and the environment.

Environmental Protection Agency administrator Lee Zeldin said the finding has been regulatory overreach, placing heavy burdens on auto manufacturers, restricting consumer choice and resulting in higher costs for Americans. Its repeal marked the “single largest act of deregulation in the history of the United States of America,” he said.

Scientists and experts were quick to condemn the action, saying it contradicts established science and will put more people in harm’s way. Independent researchers around the world have long concluded that greenhouse gases released by the burning of gasoline, diesel and other fossil fuels are warming the planet and worsening weather disasters.

The move will also threaten the U.S.’s position as a leader in the global clean energy transition, with nations such as China pulling ahead on electric vehicle production and investments in renewables such as solar, batteries and wind, experts said.

Newsom’s trip to Germany is just his latest international jaunt in recent months as he positions himself to lead the Democratic Party’s opposition to Trump and the Republican-led Congress, and to seed a possible run for the White House in 2028. Last month Newsom traveled to the World Economic Forum in Davos, Switzerland, and in November to the U.N. climate summit in Belém, Brazil — mocking and condemning Trump’s policies on Greenland, international trade and the environment.

When asked how he would restore the world’s confidence in the United States if he were to become president, Newsom sidestepped. Instead he offered a campaign-like soliloquy on California’s success on fostering Tesla and the nation’s other top electric vehicle manufactures as well as being a magnet for industries spending billions of dollars on research and development for the global transition away from carbon-based economies.

The purpose of the Munich conference was to open a dialogue among world leaders on global security, military, economic and environmental. Along with Friday’s discussion on climate action, Newsom is scheduled to appear at a livestreamed forum on transatlantic cooperation Saturday.

Andrew Forrest, executive chairman of the Australia-based mining company giant Fortescue, said during a panel Friday his company is proof that even the largest energy-consuming companies in the world can thrive without relying on the carbon-based fuels that have driven industries for more than a century. Fortescue, which buys diesel fuel from countries across the world, will transition to a “green grid” this decade, saving the company a billion dollars a year, he said.

“The science is absolutely clear, but so is the economics. I am, and my company Fortescue is, the industrial-grade proof that going renewable is great economics, great business, and if you desert it, then in the end, you’ll be sorted out by your shareholders or by your voters at the ballot box,” Forrest said.

Newsom said California has also shown the world what can be done with innovative government policies that embrace electric vehicles and the transition to a non-carbon-based economy, and continues to do so despite the attacks and regressive mandates being imposed by the Trump administration.

“This is about economic prosperity and competitiveness, and that’s why I’m so infuriated with what Donald Trump has done,” Newsom said. “Remember, Tesla exists for one reason — California’s regulatory market, which created the incentives and the structure and the certainty that allowed Elon Musk and others to invest and build that capacity. We are not walking away from that.”

California has led the nation in the push toward EVs. For more than 50 years, the state enjoyed unique authority from the EPA to set stricter tailpipe emission standards than the federal government, considered critical to the state’s efforts to address its notorious smog and air-quality issues. The authority, which the Trump administration has moved to rescind, was also the basis for California’s plan to ban the sale of new gasoline-powered cars by 2035.

The administration again targeted electric vehicles in its announcement on Thursday.

“The forced transition to electric vehicles is eliminated,” Zeldin said. “No longer will automakers be pressured to shift their fleets toward electric vehicles, vehicles that are still sitting unsold on dealer lots all across America.”

But the efforts to shut down the energy transition may be too little, too late, said Hannah Safford, former director of transportation and resilience at the White House Climate Policy Office under the Biden administration.

“Electric cars make more economic sense for people, more models are becoming available, and the administration can’t necessarily stop that from happening,” said Safford, who is now associate director for climate and environment at the Federation of American Scientists.

Still, some automakers and trade groups supported the EPA’s decision, as did fossil fuel industry groups and those geared toward free markets and regulatory reform. Among them were the Independent Petroleum Assn. of America, which praised the administration for its “efforts to reform and streamline regulations governing greenhouse gas emissions.”

Ford, which has invested in electric vehicles and recently completed a prototype of a $30,000 electric truck, said in a statement to The Times that it appreciated EPA’s move “to address the imbalance between current emissions standards and consumer choice.”

Toyota, meanwhile, deferred to a statement from Alliance for Automotive Innovation president John Bozzella, who said similarly that “automotive emissions regulations finalized in the previous administration are extremely challenging for automakers to achieve given the current marketplace demand for EVs.”

Paramount Skydance has sweetened its bid for Warner Bros. Discovery, adding a $2.8 billion “break fee” for Netflix and a payment to shareholders set to increase for every quarter after January 1, 2027 that the transaction does not close.

However, it’s not clear the latest move will do much to sway Warner Bros. Discovery’s board, which has endorsed a rival bid from Netflix.

The David Ellison-led company sent notice Tuesday of its revised offer to the Warner Bros. Discovery board, adding that it was open to further negotiation.

“While we have tried to be as constructive as possible in formulating these solutions, several of these items would benefit from collaborative discussion to finalize,” the letter states. “If granted a short window of engagement, we will work with you to refine these solutions to ensure they address any and all of your concerns.”

Paramount’s all-cash offer still stands at $30 a share. In addition to the termination payment and so-called “ticking fee” for shareholders of 25 cents per share — which the company said would total about $650 million in cash value each quarter — Paramount also said it would “eliminate” Warner’s $1.5 billion financing cost associated with its debt exchange offer.

The company also said it would “provide flexibility” for Warner to refinance its existing $15 billion bridge loan.

Ellison said the new additions to Paramount’s bid “underscore our strong and unwavering commitment to delivering the full value [Warner Bros. Discovery] shareholders deserve for their investment.”

“We are making meaningful enhancements — backing this offer with billions of dollars, providing shareholders with certainty in value, a clear regulatory path, and protection against market volatility,” he said in a statement.

Warner confirmed it received Paramount’s new offer and said in a statement Tuesday that it would “carefully review and consider” the revised bid.

However, the Warner board is “not modifying its recommendation” on its agreement to sell its studios, HBO and HBO Max to Netflix, and advised shareholders not to take “any action at this time” on Paramount’s tender offer to shareholders.

It has been a roller coaster week for theme parks boss Josh D’Amaro, who was named the next chief executive of Walt Disney Co. last week.

Once he officially takes the helm of the Mouse House in mid-March, he must tackle several key areas to chart the future of the 102-year-old media and entertainment giant.

For one, he’ll need to bolster Disney’s pipeline of content. As the saying goes, “content is king.”

The Burbank company already has a strong stable of franchises and stories that power its entertainment and streaming businesses, theme parks, merchandise and cruise ships, but Disney will need to keep building on that.

Strong sequels like last year’s “Zootopia 2” and live-action adaptations such as “Lilo & Stitch” — both of which grossed more than $1 billion in worldwide box office revenue — show that good stories can keep paying dividends in new ways, Moffett Nathanson senior research analyst Robert Fishman wrote in a note to clients last week.

On the bright side: This year’s film lineup has several historically strong franchise contenders, including Disney and Pixar’s “Toy Story 5,” Lucasfilm’s “Star Wars: The Mandalorian and Grogu” and Marvel Studios’ “Avengers: Doomsday.” (Marvel, however, has struggled in recent years to pump out consistent hits at the box office.)

But Disney also needs to develop new stories — which has been more of a struggle.

Disney and Pixar’s “Elio” misfired at the box office last year, as original animated movies have had a harder time bringing in the massive audiences they once did because of the drop-off in theater attendance since the pandemic.

That puts more pressure on Disney and Pixar’s upcoming “Hoppers,” an original animated film out in March. The film has gotten strong early traction in online trailer views, Fishman wrote.

The content investment also extends to scripted series, which Fishman noted are a “critical component of success and cannot become an afterthought to theatrical.” He singled out Disney-owned FX as a “prestige outlet” that can contribute to both television and streaming lineups. The network has had a number of successes, including 2024’s “Shogun,” which was one of my favorites.

D’Amaro likely will get help on the content side from soon-to-be president and chief creative officer Dana Walden, a longtime television executive who is respected in Hollywood and well-versed in the entertainment knowledge he lacks.

D’Amaro’s area of expertise is Disney’s experiences sector, which includes the theme parks, cruise line, merchandise and Aulani resort and spa in Hawaii and brings in the lion’s share of operating income for the company. In the fiscal first quarter of this year, the experiences business hauled in a record $10 billion in revenue.

The challenge there will be maintaining Disney’s market dominance in the theme park space while continuing to invest to drive growth and managing attendance in the face of ongoing competition from arch rival Universal Studios.

On the investment front, Disney is all in. The experiences business is in the midst of a 10-year, $60-billion expansion project that would add new themed lands to parks around the world, including at Anaheim’s Disneyland Resort. The company also is building a park in Abu Dhabi and added new cruise ships.

In the near term, however, are concerns about “international visitation headwinds” at Disney’s U.S. parks. The company signaled in its most recent earnings call that those foreign visitor trends could contribute to “modest” operating income growth for the experiences division in the fiscal second quarter, along with pre-launch costs for a new cruise ship and an upcoming “Frozen” land in Disneyland Paris.

To keep attendance rates up, the company shifted its marketing and promotional focus to a more domestic audience, said Hugh Johnston, senior executive vice president and chief financial officer, on the earnings call. But stock analysts — and D’Amaro — undoubtedly will be keeping an eye on international attendance rates and what that will mean for the theme parks going forward.

The part of the company with the potential to drive the most growth, analysts say, is its streaming business.

After recording billions of dollars in losses, Disney’s streaming services, which included Disney+, Hulu and ESPN+, finally reached profitability in 2024. The company’s next goal is to reach 10% operating margins in its entertainment streaming business comprised of Disney+ and Hulu — a milestone that would give investors confidence in its vision.

To get there, continued investment in local language content will be a key priority to increase international subscriptions, as well as bolstering the tech that powers the platforms and provides recommendations.

In short, D’Amaro faces a choice.

“Some investors are thinking, ‘Will he choose to be the same? Or can he start a new era?’” asked Laurent Yoon, senior analyst at Bernstein.

At least one former Disney CEO has weighed in.

“My advice to Josh is continue Bob Iger’s strategy that creativity will handle profits, always protect the brand, and keep close the words of Walt Disney: ‘We love to entertain kings and queens, but the vital thing to remember is this — every guest receives the VIP treatment,’” Michael Eisner posted on social media last week.

But D’Amaro’s own words provide an idea of what he’s thinking. At a global town hall meeting with Disney employees last week, D’Amaro spoke about the company’s legacy — and its path forward.

“We are 100 years old, but we’re 100 years young as well, willing to embrace new technology, new creators and new markets,” he said. “That willingness to change and take risks is what keeps the brand going, and it’s something I intend to continue to push on.”

Stuff We Wrote

Film shoots

Number of the week

Post-apocalyptic horror film “Iron Lung” has grossed $34.3 million in worldwide box office revenue, a remarkable number given the film’s reported $3 million production budget and self-distribution route.

Written, directed and executive produced by YouTuber Mark Fischbach, who goes by the online alias of Markiplier and also stars in the film, “Iron Lung” follows the story of a convict who sails a blood ocean in a submarine. The movie had a $17.8-million opening during the weekend of Jan. 30, placing it right behind Disney’s 20th Century Studios’ “Send Help,” which grossed about $19.1 million in its debut. “Iron Lung” picked up an additional $6 million this past weekend.

Its success reignited the debate about self-distribution and the theatrical draw of content creators.

What I’m watching

Since the Olympics started last week, I’ve been all in on figure skating, a sport I’ve watched since I was a kid who marveled at the artistry and athleticism of stars like Kristi Yamaguchi, Scott Hamilton, Brian Boitano and Michelle Kwan.

So I was supremely interested in this piece by my colleague Thuc Nhi Nguyen about the strength of the U.S. Olympic figure skating team this year, and the camaraderie between U.S. women Amber Glenn, Alysa Liu and Isabeau Levito.

To say the mood at Ryan Coogler’s production company Proximity Media has been euphoric would be an understatement.

You too would be more than euphoric if your film landed in the year’s box office top 10 and set the all-time record for most Oscar nominations.

But “Sinners” wasn’t built in a day. It’s been a slow and steady ascent — call it, well, one success after another — since Coogler founded the company in 2018 with his wife Zinzi (they married in 2016) and USC film school buddy Sev Ohanian. And the director is unstinting in his praise for his partners.

“Zinzi is meticulous and detail-oriented and the one that keeps it all together,” Coogler wrote in an email to The Envelope. “She is humble and observant but is the smartest person I know and knows me extremely well. Sev is exceptional at strategy, and the most experienced producer of the three of us, which is invaluable. … Together, they act as a bridge between the creative and the business, which allows me to stay focused on the film.”

The three have been working together since Coogler’s 2013 feature debut, “Fruitvale Station,” based on the true story of Oscar Grant, a young Black man shot to death by a transit police officer in an Oakland BART station.

Bringing audiences in close proximity to stories and subject matter often overlooked forged the name of the company, which now includes feature film, television, nonfiction, music and podcasting departments.

Past film projects include the Oscar-winning “Judas and the Black Messiah,” “Space Jam” and “Creed III.”

“They are on a fast rocket with an upward trajectory for almost any project they bring to the marketplace,” said Andrew Goldman, adjunct professor of film and television at New York University’s Tisch School of the Arts. ”Every company in town will want a Proximity/Ryan Coogler project. They have cracked a formula of both critical acclaim and box-office successes.”

A recent installment of the podcast “In Proximity” featured Michael B. Jordan and Ryan Coogler getting in the weeds about the production of “Sinners,” including how Jordan distinctly portrayed twins Smoke and Stack.

Moving forward, it looks like Proximity’s sights are set on stories based on another duo: “The X-Files’” Mulder and Scully, the iconic opposites-attract FBI agents who forged a deep personal partnership while investigating strange and paranormal cases over 11 seasons on Fox, beginning in 1993 and stretching until 2018.

Warmly displaying their camaraderie and creative interdependence, Zinzi Coogler and Ohanian spilled more about their company over Zoom, including their early days, people who inspired them and how they’re adapting to the shifting media landscape.

This interview has been edited for length and clarity.

Michael B. Jordan, left, and Miles Caton in “Sinners.”

(Warner Bros. Pictures)

What is the origin story of how Proximity Media formed?

Ohanian: It officially became a company on April 6, 2018, over lunch in San Francisco, but the roots go back to 2008 at USC film school, where I first met Ryan Coogler. We became friends working on student films and reconnected when Ryan and Zinzi were finishing “Black Panther.” Around that time, I had just produced “Searching,” and we started talking seriously about forming a company together.

Zinzi, what made you want to partner with Sev and Ryan formally?

Coogler: After years of working with Ryan unofficially, especially on “Fruitvale Station,” we knew we wanted to make it official. Sev had always impressed me with his creativity and relentless work ethic. When Ryan and I discussed founding a company, Sev was the only person we wanted to approach. Luckily, he said yes — and that’s how Proximity really began.

Did you ever imagine Proximity would grow as it has?

Ohanian: Honestly, no. Back when we were making “Fruitvale Station,” we were just trying to get the movie finished. But looking back, it feels inevitable because we’ve put in years of steady work and built strong relationships in the industry.

Coogler: We couldn’t have foreseen this success. But the foundation of our collaboration — our shared belief in storytelling and craftsmanship — has never changed since those early days.

What projects are you most excited about now?

Ohanian: Last year was a landmark one. We released “Sinners,” had streaming hits like “Ironheart” and “Eyes of Wakanda,” and launched Season 3 of our “In Proximity” podcast. We also have several documentaries and new TV shows in development, plus a long-rumored “X-Files” project that’s close to launching.

Tell us about the atmosphere within the company.

Coogler: There’s a lot of laughter between the three of us — Ryan, Sev, and me. In our early days, someone once asked, “Can I get the real name of your company?” We cracked up at that and recorded the moment. It keeps us humble and reminds us how far we’ve come.

How did you approach producing “Sinners?”

Coogler: It was our first time being sole producers on something Ryan wrote and directed. We saw it as a big moment for Proximity — a chance to support Ryan’s creative vision from start to finish.

Do you have defined roles within Proximity?

Ohanian: Roles shift depending on the project. We each bring different strengths — Ryan as director, me from the indie film side, and Zinzi with her broad experience and steady leadership. We’ve built a team of about 20 people who’ve grown with us, including some who started as assistants and are now producers.

Did other production companies serve as an inspiration?

Coogler: We’ve leaned on amazing mentors — Jim Morris at Pixar, Kevin Feige and Lou D’Esposito at Marvel, and Charles King at Macro. Their guidance shaped how we lead and structure our company.

Looking ahead, how is Proximity adapting to the changing media landscape?

Ohanian: Change has been constant since day one — recessions, strikes, streaming shifts. We stay adaptable through yearly retreats, often at Pixar, to reassess our strategy and think creatively about the future.

How do relationships like the one with Michael B. Jordan influence your work?

Coogler: Michael’s family to us. We’ve been through so much together — from “Fruitvale Station” to “Creed III” and “Sinners.” That trust and history make the work special every single time.

A UK travel company known for selling trips to Disneyland has shut down.

The UK travel company based in Glasgow, Simply Florida Travel Ltd, sold bucket list adventures to North America amongst other destinations.

Customers now face their dream holidays to destinations such as Universal Studios, New York City, Toronto, Niagara Falls and Miami being cancelled.

The company was dissolved on January 6 and ceased trading as an ATOL-protected provider on January 20.

This came after the travel agency filed to be removed from the register on October 13 last year, according to Companies House.

 The UK’s financial protection programme for British travellers, ATOL, Air Travel Organisers’ Licensing scheme confirmed that Simply Florida Travel operated under a franchise agreement with The Travel Trust Association (TTA).

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Pretty village regularly named ‘UK’s most beautiful’ is a perfect weekend break

Holiday makers who have had their plans ruined by this news have been advised to contact TTA directly to organise any refunds they may be owed.’

Simply Florida Travel Ltd’s website no longer exists, although their social media channels are still active.

The company joins a growing list of UK travel companies collapsing.

Just last month Regen Central Ltd, founded in 2011 in Hertfordshire went bust too.

The package holiday company ran packages to Italy, Bali, and Thailand, as well as the Middle East, including Dubai and Saudi Arabia.

It is understood by the Civil Aviation Authority (CAA) that Regen Central Ltd had no outstanding ATOL-protected bookings.

However, it did say that bookings sold as flight only, accommodation only and non-flight packages are not protected by the ATOL scheme.

Customers who booked invalid travel packages were asked to wait patiently until the agency provides information on how to submit refund claims.

SAN FRANCISCO — As California struggles with homelessness and healthcare cuts, some activists are taking on an unexpected cause: fighting for billionaires.

About a dozen people took part in the “March for Billionaires” on Saturday morning in San Francisco to raise awareness about the plight of the ultrarich. Although some assumed the event was satire, organizer Derik Kauffman said it was a sincere protest against a potential new tax on the state’s wealthiest residents.

“We must not judge billionaires as a class but by their individual merits,” he said, speaking outside the San Francisco Civic Center. “There are good billionaires and bad billionaires, just like there are good people and bad people. California is extraordinarily lucky that this is where people come to start companies and build fortunes and we should do our best to keep it that way.”

The Billionaire Tax Act is a proposed state ballot initiative that would levy a one-time, 5% tax on the state’s billionaires to help offset recent federal cuts that have affected healthcare and food-assistance programs. The tax would apply to their overall net worth but would exclude pensions, real estate and retirement accounts.

Supporters say it would benefit the majority of the state’s residents and help ensure billionaires pay their fair share. Opponents — including Gov. Gavin Newsom — argue it will cause billionaires and the businesses they own to flee the state, taking jobs and tax dollars with them.

Kauffman echoed those concerns Saturday and said everyone should want billionaires to remain in California.

“This tax will drive billionaires out; it already has,” he said. “The founders of Google — they left the state and they are taking their money with them.”

Google is still headquartered in California, but other companies tied to Google co-founders Larry Page and Sergey Brin recently lef the state, including T-Rex Holdings, which moved from Palo Alto to Reno last year.

San Francisco Jan. 7, 2026 Two counter-protesters mockingly impersonated billionaires by playing characters they dubbed “Oli Garch” and “Trilly O’Naire.”

(Katie King / Los Angeles Times)

The event attracted a few dozen humorous counterprotesters.

Razelle Swimmer carried around a puppet of the Swedish Chef from the Muppets, brandishing knives and wearing an apron that said “Eat the Rich.” Swimmer told The Times she doesn’t believe billionaires need more protections.

“If they aren’t willing to pay more taxes, then I don’t really care if they leave,” she said.

Other counterprotesters mockingly impersonated billionaires by donning crowns or top hats. A man and woman, playing characters called Oli Garch and Trilly O’Naire, said they worried what would happen if the tax passed.

“There is a small chance that my helicopter won’t be able to have a sauna in it just because apparently some kids want dental work or something,” said the woman, as she adjusted her tiara.

At one point, a man wearing a gold crown and carrying a sign that said “Let them eat cake” ran through the crowd shouting, “Keep the poors away from me.”

The Service Employees International Union-United Healthcare Workers West, the main backer of the tax proposal, needs to collect about 875,000 signatures by June 24 in order to get the measure on the November ballot.

The Legislative Analyst’s Office, which offers guidance to the Legislature about budgetary issues, has cautioned that the tax might lead to only short-term benefits.

“It is likely that some billionaires decide to leave California,” the agency stated in a recent analysis. “The income taxes they currently pay to the state would go away with their departure. The reduction in state revenues from these kinds of responses could be hundreds of millions of dollars or more per year.”

California has roughly 200 billionaires, the most of any state. Their collective wealth was $2.2 trillion in October, up from $300 billion in 2011, according to a December report from law and economics professors at UC Berkeley, UC Davis and the University of Missouri.

The researchers concluded that billionaires in the United States pay less in taxes, relative to income, than the average American.

“It is estimated that, including all taxes at all levels of government, billionaires paid only 24% of their true economic income in taxes in years 2018-20 while the U.S.-wide average was 30%,” the report states.

California’s ticketing industry could be undergoing some major changes.

On Thursday, state Assemblymember Matt Haney (D-San Francisco) introduced a new bill, the California Fans First Act, that would impose price caps on tickets sold in the resale market, limiting prices to no more than 10% above the ticket’s face value.

By making it illegal to sell overly expensive tickets, AB 1720 is aimed at making resale tickets more affordable for fans. If the legislation becomes law, it would apply only to shows in California and exclude tickets to sporting events.

AB 1720 was introduced weeks after a similar bill, AB 1349, reached the California Senate. The latter aims to ban speculative ticket sales (tickets that resellers don’t yet possess) in the state. If enacted, the proposed legislation would require sellers to have event tickets in their possession before listing them for sale and would raise the maximum civil penalty for each violation from $2,500 to $10,000.

Both bills aim to better regulate the state’s resale ticketing market.

Over the last several years, high ticket prices have been a recurring complaint among concertgoers. Rising demand for tickets has spurred a secondary resale marketplace for all kinds of high-profile live events, including music tours and sports games, making it harder to get tickets on the primary market.

Ticketmaster and its parent company Live Nation have been at the center of this issue for years, as the major ticketing vendor sells around 80% of tickets through its website. The company is currently facing lawsuits from both the Department of Justice and the Federal Trade Commission, alleging monopolistic practices and illegal ticket vendor practices.

“We’re trying to convince the federal government and state governments to get on the same page of recognizing where the problem is, which is overwhelmingly in the resale industry, and trying to do something about it,” said Dan Wall, Live Nation’s vice president of corporate and regulatory affairs, in a previous interview with The Times.

In a statement, Live Nation said it supports “efforts to protect concert fans and artists” and that the latest bill “targets a core problem in live music: predatory resale sites.”

Similar legislation has been popping up nationwide and around the world — the U.K. recently announced plans to ban the resale of tickets for prices higher than their face value.

A resale cap was successfully passed in Maine last year, with tickets only allowed to be sold at 110% of the ticket’s original price. Other states like New York, Vermont, Washington and Tennessee are also considering ticketing regulations.

Some critics see this surge of ticketing legislation as a way to distract from Ticketmaster/Live Nation’s legal troubles and single out the resale market.

Diana Moss, the director of competition policy at the Progressive Policy Institute, said that by capping resale ticket prices, AB 1720 “puts consumers last, not first.”

“It buys into the false narrative that the secondary market is to blame for all problems in ticketing, deflecting attention from the Live Nation-Ticketmaster monopoly,” said Moss in a statement to The Times. “Caps will decimate resale, the only market with competition, and hand Live Nation even more power to jack up ticket fees.”

The adage that records are made to be broken definitely applies to the TV ratings for the Super Bowl.

For three straight years, the game deciding the champion for the NFL season has set new viewing records, including last year’s Philadelphia Eagles crushing victory over the Kansas City Chiefs 40-22 that scored an average audience of 127.7 million viewers on Fox.

Both the 2024 and 2025 games had the benefit of the pop culture sizzle generated by Chiefs tight end Travis Kelce’s romance with pop superstar Taylor Swift, bringing in more casual fans.

This season, the Chiefs won’t be in the game for the first time in three years as NBC will have the Seattle Seahawks facing off Sunday against the New England Patriots in Super Bowl LX, not the match-up experts predicted for this year.

But that doesn’t mean it can’t set another ratings record.

Kansas City tight end Travis Kelce and Taylor Swift celebrate the Chiefs’ victory over the Buffalo Bills in the AFC Championship on Jan. 26, 2025, in Kansas City, Mo.

(Charlie Riedel / Associated Press)

“I believe it can,” said Lee Berke, president of LHB Sports, Entertainment & Media, noting the lift the NFL ratings have seen this season as viewing information from set-top devices and internet connected televisions in 45 million households are now included in Nielsen’s audience measurement.

“It’s definitely showing up and bumping up ratings throughout the year for the NFL,” Berke said.

A recent report from the Video Advertising Bureau found that the new measurement from Nielsen has boosted ratings for prime time NFL games in the mid-to-high single digit percentages.

Other changes to Nielsen’s measurement in recent years have given the Super Bowl a boost. While surpassing 100 million was once a reasonable goal, the numbers started climbing above that threshold since out-of-home viewing was added in 2021.

History is on the side of a robust audience number this year. The last time the Patriots faced the Seahawks in 2015, the NBC telecast set a viewership record at the time of 114.4 million. Fans watching Sunday can expect to see clips of Malcolm Butler’s interception at the goal line that helped give Tom Brady’s Patriots the win that year.

But NBC doesn’t need a record audience number for the Super Bowl to be a financial success. A robust TV advertising marketplace helped the network sell out the game at a record average of $8 million per 30-second spot, with some going for $10 million.

NBC has also sold spots that will air only on its Peacock streaming platform. The network pulled in the range of $3 million a spot, significantly above the $2 million Fox took in for ads last year when the game was streamed on its Tubi service.

This year NBC was able to use Super Bowl LX to drive ad sales for its coverage of the Winter Olympic Games in Milan that begin Friday and run through Feb. 22, (which is also sold out). The network also has the NBA All-Star Game at the Intuit Dome in Inglewood on Feb. 14, which is why Mike Cavanaugh, co-chief executive of NBCU parent Comcast, recently described February as “the most consequential month in live sports history.”

In 2022, NBC’s combination of both the Winter Olympics and the Super Bowl, accounted for $1.5 billion in revenue according to Comcast’s earnings report, a number the company will likely surpass this year. The company isn’t commenting on revenue but has said it expects to set a record for Super Bowl ad revenue.

Mark Marshall, chairman of global advertising sales and partnerships for NBCUniversal, said 70% of the companies in the Super Bowl are also running commercials in the Olympics.

In previous decades, a Super Bowl commercial was an event in itself with the reveal happening on the telecast. But Marshall noted that, as part of a larger marketing effort, advertising campaigns are now introduced with teasers ahead of the telecast and many get a full preview online.

This year, NBCU was able to offer the Olympics to help marketers connect with more consumers.

“We told advertisers ‘you’re going to spend eight figures (on producing a commercial) — extend the reach of that,” Marshall said.

Technology companies make up the largest share of advertisers. Several AI companies, including Anthropic and Genspark, will be first-time Super Bowl ad buyers. Viewers will also see returning entries from Google, Meta, Wix and Amazon, which will air a spot for its Alexa device.

While there are the usual array of snack food and soft drink companies that will appearin the commercial breaks, viewers will also see a spurt in pharmaceutical ads. Marshall said the category has increased its presence on NFL games. The Super Bowl spots will focus on a message of “wellness,” rather than straight ahead product spots with disclaimers listing unpleasant drug side effects.

Marshall said NBCU does not expect the announced alternative halftime show presented by Turning Point USA to have an impact on the ratings. A concert featuring Kid Rock and lesser known country artists Brantley Gilbert, Lee Brice and Gabby Barrett, will stream on YouTube, X, Rumble and several right-wing TV channels.

The concert promoted by the right-wing group founded by the late Charlie Kirk and now run by his widow Erika is in response to conservatives outraged over the NFL’s selection of Grammy-winning music superstar Bad Bunny, who sings primarily in Spanish, as the halftime act. (President Trump called the decision “terrible” and is skipping the game.)

But the league has not wavered for a moment amid the blowback, as it seeks to expand its global reach by having the most streamed artist in the world on the stage of its marquee event.

The only effective counter-programming gimmick against the Super Bowl halftime show came in 1992. Fox, still an upstart network, ran a live edition of its sketch comedy show “In Living Color” against the halftime of the CBS telecast of Super Bowl XXVI, which featured ice skaters Dorothy Hamill and Brian Boitano.

The pronounced dip in viewership prompted the NFL to sign Michael Jackson as the halftime act in 1993. The game saw a significant ratings boost and the league has booked contemporary music acts for the game ever since.

Tariff turmoil. Threats against Iran. An anti-immigration surge that has taken two innocent lives.

And there’s a sizable slump hitting the stock, bond, precious metals and cryptocurrency markets.

What’s the connection?

The answer is: Not much.

When it comes to Trump policies, investors have come to realize that Trump is often all talk, little action—that’s the underpinning of the “TACO” trade, for “Trump Always Chickens Out,” which I described in May.

As recently as Jan. 20, for example, the Standard & Poor’s 500 index fell by more than 2% in a possible reaction to Trump’s saber-rattling over Greenland and threat to hike tariffs on European countries he felt were thwarting his imperial ambitions.

The next day, the index began a comeback, rising nearly 1.2%. By three sessions later, it had recovered all that first day’s loss. The index went on to set an all-time record on Jan. 27, one week after the Greenland sell-off.

The latest sell-off in the investment markets doesn’t appear to be connected to Trump’s policymaking. The current narrative blames artificial intelligence. There’s an inchoate expectation that AI will have a great economic impact, though little of that has emerged thus far, and no one is very clear on what form it will take or even whether it will happen at all.

Investors and investment analysts don’t really know what to make of AI. From reading the most recent market commentaries, one might conclude that investors are unnerved by the potential of AI to upend industries across the spectrum.

“For two years, we have been talking about how AI is going to change the world,” Michael O’Rourke, chief investment strategist at Jonestrading, told Bloomberg. “In the past two weeks, we have seen signs of it in practice.”

The evidence that most Wall Street pundits cite is the downdraft in technology stocks, including software companies that (according to the narrative) may lose their franchise to AI bots. The tech-heavy Nasdaq composite index has lost a cumulative 5.6% since notching a high on Jan. 28 and has lost 6.2% since its all-time intraday high, reached on Oct. 29.

Yet companies that are seen as winners in the AI derby, such as Google parent Alphabet (down 5.4% this week) and chipmakers AMD (down about 26% since its recent peak in late January) and Nvidia (down 7.5% in the last week), also have been caught in the downdraft.

Leaving the hard numbers aside, conjectures about the effects of AI on individual companies are exactly that — conjectures. The specific trigger of the current downdraft, it’s said, was the release by AI company Anthropic of a tool with which law firms can use the company’s Claude AI bot for tasks including document reviews and research.

Anthropic’s announcement this week sent shares of legal publishing and legal technology companies plummeting. Thomson Reuters, the publisher of Westlaw, was among those most severely hit — down nearly 20% since the announcement.

Yet Anthropic’s real impact on the legal publishing and tech businesses is, at this moment, the subject of sheer speculation. No one can say whether the AI firm will actually dislodge the incumbent providers, several of which already claim to be powering their services with AI.

The sell-off was driven by “a lot of unsophisticated investors just really thinking that AI is going to immediately overnight take away the business of these legacy players,” Ryan O’Leary, a research director at International Data Corp., told Law.com. “A lot of this stuff has been offered for years from the legacy legal technology providers.”

Much of the recent commentary is produced by investment mavens searching for explanations for market moves in recent news nuggets. That’s always a mug’s game. Investors are looking in the wrong place when they try to tie market swings to current events.

(I know whereof I speak, for I used to have the job of conjuring up just such explanations for a market story on a daily basis.)

My favorite investment guru, Barry Ritholtz, author of the 2025 primer “How Not to Invest,” points out that the markets typically give back some portion of their gains after steep run-ups.

“Markets,” Ritholtz wrote, “go up and down; it is easier to ride out a downturn when you realize the giveback is but a small percentage of the recent gains.”

That may be what’s happening now. The Standard & Poor’s 500 index has lost about 43 points this year. But that’s less than two-thirds of a percentage point, and it comes after the index turned in average annual gains of more than 23% from the start of 2023 through the end of last year. The Nasdaq composite has lost about 700 points this year, but that’s about 3% of its value, and it comes after gaining 43.4% in 2023, 28.6% in 2024 and 20.4% in 2025.

This record evokes the classic remark of physicist I.I. Rabi at the 1954 hearing convened to consider stripping J. Robert Oppenheimer of his security clearance because of his opposition to developing the hydrogen bomb. After listing Oppenheimer’s wartime accomplishments, including overseeing the invention of the plutonium bomb, Rabi asked the inquisitors, “What more do you want, mermaids?”

Stocks and bonds aren’t the only investment showing signs of exhaustion after a period of sizable gains. Bitcoin traded as high as $97,916 on Jan. 13; on Thursday it traded at about $63,426. That’s a loss of more than 35% — but then, bitcoin is notoriously volatile.

None of this means that the investment markets’ performance is always driven by animal spirits. Real-world events can have significant and sometimes lasting effects. But those events tend to be intrinsic to business rather than externalities such as White House maneuvers or geopolitics.

Consider what happened to the Dow Jones industrial average on Jan. 27. That day, shares of the giant healthcare company UnitedHealth lost nearly 20% of their value due to as a weak earnings report, along with the Trump administration’s plan to limit rate increases for Medicare Advantage plans, an important component of UnitedHealth’s business, next year. The company’s plunge brought down the Dow by more than 400 points, or 0.8%.

But the Dow comprises only 30 companies, weighted by share prices, so a sharp change in an expensive stock can exert strong pressure on the average. But the rest of the market took the news in stride, with the S&P 500 riding a gain of about 0.4% to an all-time high.

It’s also true that the markets aren’t entirely immune to Trump’s policies. The problem is that investors and market outsiders often take him at his word, when he’s merely throwing out options, and thus overreact. Investors tend to take Trump’s tariff threats as done deals, when in the final analysis he has chickened out.

Expectations that the tariffs would drive inflation much higher, for instance — an eventuality that might actually have a genuine effect on the economy and therefore on market values — haven’t been borne out. But the reason, notes Paul Krugman, is that “effective tariff rates have risen much less than headline rates.”

That’s because some countries and some businesses have negotiated carve-outs from the official rates. Despite Trump’s blustering, more than 87% of the value of exports from Canada and Mexico still enjoy tariff exemptions under the U.S.-Mexico-Canada Agreement of 2018, which Trump, after all, negotiated and signed.

And Trump does have the power to turn his whims into reality, in ways that could have real-world effects on society and the economy.

All that can be said right now is that hasn’t happened yet. But many of his policy pronouncements remain so nebulous and unrealized that if you’re looking for why the stock market has been in a slump, you would be well advised to look elsewhere.

A tech executive who made a fortune developing education software, then waded into the fight against homelessness, is now entering the race for Los Angeles mayor.

Adam Miller, co-founder of Better Angels, a nonprofit focused on preventing homelessness and building affordable housing, filed paperwork on Wednesday to run against Mayor Karen Bass in the June 2 primary election.

Miller, in an interview, said the city is on a downward trajectory and beset with problems — and needs someone with strong leadership skills at City Hall.

“A lot of the issues we face in the city are management problems, and I know how to manage,” he said. “I’ve managed effectively teams that are big and small. I’ve managed teams that are domestic and international. And I’ve managed programs at every stage, so I know how to scale things up and make them operate at scale for a big system.”

The 56-year-old entrepreneur and nonprofit executive is making his move at a moment when the candidate lineup remains unsettled. Even with Saturday’s deadline for filing candidate paperwork fast approaching, some are still undecided on whether to run.

Los Angeles County Supervisor Lindsey Horvath has spent several days hinting that she may jump into the race, while also taking shots at Bass on CNN and elsewhere.

Maryam Zar, who founded the Palisades Recovery Coalition in the wake of the Palisades fire, is also weighing a run. Even real estate developer Rick Caruso, who publicly ruled out a mayoral bid last month, told KNX on Wednesday that he may reconsider.

Former L.A. schools Supt. Austin Beutner, who launched his campaign in October, has been out of the public eye since the death of his 22-year-old daughter on Jan. 6. Reality TV star Spencer Pratt has spent the last several weeks promoting his book “The Guy You Loved to Hate,” and emerged earlier this week to file his candidate paperwork.

Community organizer Rae Huang has been courting the city’s left-leaning voters, appearing with podcaster Hasan Piker in a conversation about housing policy.

Meanwhile, Bass has been using the trappings of her office to promote her work, scheduling two State of the City speeches in a three-month span. The first of those, delivered Monday, sounded in many ways like a campaign stump speech, except longer.

After Miller filed his paperwork, Bass spokesperson Douglas Herman immediately derided him, describing Miller as a “wealthy venture capitalist” who sold software that helped large companies “systematically lay off workers.”

“The last thing Los Angeles needs now is another self-funder who doesn’t understand the crisis of affordability in our city,” Herman said. “Mayor Karen Bass will continue working to solve the biggest problems facing our city with groundbreaking efforts on housing affordability, reductions in street homelessness and public safety stats sitting at 60-year lows.”

Miller pushed back on the mayor’s statement, saying his company’s software was used for training and helping employees build their skills. He said that, although he will provide a loan to his campaign to get things started, he will be raising money like any other campaign.

Miller is the former chief executive of Cornerstone OnDemand, the global training and development company that he built over more than two decades, growing it to more than 3,000 employees. The publicly traded company was sold in 2021 to a private equity firm for $5.2 billion, he said.

The Brentwood resident has been heavily focused on philanthropy, serving as chair of the nonprofit 1P.org, which is a charitable foundation that provides funding to other nonprofit groups.

Miller said he and his wife, Staci, while mapping out their philanthropic work, chose to focus on intractable problems at the local, state, national and global level. Locally, he said, homelessness was the issue they identified as the most intractable.

1P.org has been providing funding to Better Angels, which has been working to build affordable housing while also distributing micro-loans to families facing eviction. In addition, the nonprofit has developed an app to help homeless outreach workers stay connected.

Sara Reyes, executive director of SELAH Neighborhood Homeless Coalition, said its 700 volunteers use Better Angels’ outreach app to maintain relationships with one another and their clients in neighborhoods stretching from Hollywood to Atwater Village.

The app is not integrated with the homeless database maintained by the Los Angeles Homeless Services Authority, a city-county partnership, and would be more effective if it was, Reyes said.

Miller said the city needs help with issues that go well beyond homelessness. For example, he said, city leaders have made L.A. “one of the least developer friendly cities in the country,” hindering the construction of new homes.

“We have a major housing shortage,” he said. “We have an unacceptable number of people who are unhoused. We have affordability issues. I’d say city cleanliness is on the decline. We are not well prepared for disasters, as was clearly seen last year.”

The U.S. Marine Corps says it is planning to award a sole-source contract for a new AGM-114 Hellfire missile-armed mobile counter-drone system to defense contractor V2X. This is the same firm that developed the Tempest, a high-mobility 4×4 vehicle with launchers for radar-guided Longbow Hellfires and optimized for shooting down uncrewed aerial threats. At least two Tempest vehicles are now in active service in Ukraine, where they first emerged unexpectedly earlier this month.

Last week, Marine Corps Systems Command (MARSCORSYSCOM) quietly put out a contracting notice regarding what it is currently referring to as the Denied Area Sprinter-Hellfire (DASH) system.

“The program office within Program Executive Officer, Land Systems (PEO LS) Marine Corps for the Ground Based Air Defense (GBAD) intends to award a hybrid contract (Firm-Fixed Price and Cost Type) on a sole-source basis to V2X … for the Denied Area Sprinter-Hellfire (DASH) system,” according to the notice. “The Marine Corps has a unique and specific need to procure Counter-small Unmanned Aircraft System already at a Technology Readiness Level (TRL)-9 level, to support dismounted Marines.”

“The DASH system fills a critical need to detect, identify, track, and defeat small UAS in a highly mobile, rugged form factor that will help protect Marines,” the notice continues. “The United States Government intends to procure up to 50 systems to include training, initial spares, and reimbursable repairs with an expected delivery date for two systems of no later than 30 May 2026 and delivery of the remaining 48 systems no later than December 2026 to meet an FY27 initial operational capability requirement. This effort is expected to be awarded in Fiscal Year 2026.”

The notice does not provide specific details about the DASH system’s configuration. TWZ has reached out to the U.S. Marine Corps and V2X for more information.

However, the mention of TRL-9 does point to DASH being a Marine Corps version of Tempest or a direct derivative thereof. In U.S. government contracting parlance, TRL-9 refers to systems that are not just fully developed, but that have also proven themselves in operationally relevant conditions.

V2X first unveiled Tempest at the Association of the U.S. Army’s (AUSA) main annual convention in Washington, D.C., last October. The configuration that has been seen to date, including in Ukraine, consists of a pair of launch rails for Hellfire missiles and a small form factor active electronically scanned array (AESA) radar mounted on what looks to be a modified Can-Am Maverick X3 4×4 off-road buggy.

The vehicle also has an array of antennas mounted on the left rear side, which are likely tied to a passive radio frequency (RF) detection system. The system does not have any other readily apparent sensors, such as electro-optical and/or infrared cameras.

The combination of the radar and a passive RF detection system would be enough to enable the vehicle to be able to spot and track drones, and then cue its AGM-114L Longbow Hellfires to intercept them. Unlike the majority of Hellfire variants that are laser-guided, the AGM-114L has a millimeter wave radar seeker. Despite originally being designed to engage targets on land and at sea, the Longbow variant of the Hellfire has been in increasing use in the anti-air role in recent years. This extends beyond ground-based platforms, with the AGM-114L now having demonstrated counter-drone capability when employed in the surface-to-air mode from ships and as an air-to-air weapon launched from crewed and uncrewed aircraft.

At the same time, it is still possible that V2X may have developed a variation on this concept for the Marine Corps that uses a different underlying platform. The fact that the Tempest system can be installed on something as small and lightweight as a modified Can-Am Maverick X3 underscores the potential for it to be ported over to an array of other vehicles. V2X itself has said in the past that it was working on a trailer-based version intended primarily for point defense of static sites. It’s also worth noting here that laser-guided Hellfires can even be employed in a man-portable configuration using tripod launchers on the ground, further speaking to the adaptability of the missile to different launch environments.

For its part, the Marine Corps has already fielded counter-drone systems mounted on 4×4 Polaris MRZR all-terrain vehicles, which it calls Light Marine Air Defense Integrated Systems (LMADIS). A complete LMADIS system consists of one MRZR with small AESA radars, electro-optical cameras, and passive RF detection capability paired with another one of the vehicles carrying an electronic warfare jammer. Marines also train to employ shoulder-fired heat-seeking Stinger surface-to-air missiles, also known as man-portable air defense systems (MANPADS), in conjunction with LMADIS. An early version of LMADIS, lashed to the deck of the Wasp class amphibious assault ship USS Boxer, was used to knock down an Iranian drone as the ship transited the Strait of Hormuz back in 2019.

The Marines also have MADIS systems that utilize the 4×4 Joint Light Tactical Vehicle (JTLV). Like LMADIS, the larger MADIS distributes different sensors and effectors between individual JLTVs, as you can read more about here.

Regardless, V2X’s Tempest or a variation on the system mounted on a different vehicle would give the Marines a new, highly mobile platform for engaging drones and potentially other aerial threats. AGM-114Ls could be used against helicopters and some types of cruise missiles under certain conditions. It might also be possible to engage fixed-wing aircraft, but the range and speed of the Hellfire present significant limitations against that target set.

A platform like the Can-Am Maverick X3 also allows for the employment of ‘shoot and scoot’ tactics. This means the system can pop up suddenly and reposition just as quickly, helping to create unpredictability for opponents and reduce vulnerability to counterattacks. This is a capability that is also beneficial for responding to aerial threats that might emerge unexpectedly. As already noted, Ukrainian authorities say they have been making good use of their Tempest systems to knock down incoming Russian drones.

Footage of a V2X Tempest SAM system in Ukrainian service shooting down Russian drones with AGM-114 Hellfire missiles.

The first confirmed footage of the Hellfire-equipped dune buggy in Ukraine, likely supplied for live combat testing by an unknown nation. pic.twitter.com/1I1NK537Dj

— OSINTtechnical (@Osinttechnical) January 11, 2026

All of this aligns with the Marine Corps vision for future expeditionary and distributed operations, especially in island-hopping scenarios in the context of a high-end fight in the Pacific. The service sees relatively small force packages operating from forward bases spread across broad areas, likely within range of enemy stand-off weapons. These are concepts of operations in which mobile air defense capabilities with low operational and logistical footprints would be advantageous, if not essential, to mission success.

Hellfire-armed air defense systems have historically presented cost benefits, as well. As of 2020, Hellfire had an average cost, across all variants, of more than $200,000, though AGM-114Ls were likely substantially more expensive. As a comparison, the cost of a single Stinger missile has reportedly surged in recent years to as high as $400,000. Past reports have also said that Raytheon’s Coyote Block 2 counter-drone interceptors, which are growing in popularity across the U.S. military, have unit costs in the $100,000 range.

It is important to point out that the AGM-114L is now out of production, according to prime contractor Lockheed Martin. That company has recently been touting potential anti-air applications for the successor to the Hellfire family, the AGM-179A Joint Air-to-Ground Missile (JAGM), which has a dual-mode laser and millimeter wave guidance system.

With the schedule the Marines have laid out for the DASH effort, targeting delivery of the first pair of systems by May, more specific details about the system and its capabilities may now emerge in the coming weeks and months.

Contact the author: joe@twz.com

CBS News has no plans to drop health guru Peter Attia from his contributor role after his emails to convicted pedophile Jeffrey Epstein surfaced last week.

Attia was among the 19 contributors named by CBS News Editor-in-chief Bari Weiss when she addressed staff about her future plans for the network on Jan. 28.

Two days later, Attia showed up in the latest batch of files on Epstein. A Stanford-trained physician who has gained prominence for his expertise in longevity medicine, Attia had a number of email exchanges with Epstein, including a crude discussion about female genitalia.

Another message showed Attia expressing dismay that he could not discuss Epstein’s activities. “You [know] the biggest problem with becoming friends with you? The life you lead is so outrageous, and yet I can’t tell a soul …” Attia wrote.

In 2008, Epstein pleaded guilty to state charges of soliciting prostitution, including from a minor. He was and found dead in his jail cell in 2019, about a month after being arrested on federal sex-trafficking charges

Conduct such as Attia’s association with Epstein would typically be grounds for a network news organization to cut ties with an individual, especially one who is not a full-time employee. Contributors are usually paid by the appearance.

But Weiss is said to be opposed to cutting Attia, according to two people familiar with her thinking. As founder of the digital news site The Free Press and as an opinion writer, Weiss spoke out against so called cancel culture and does not want to be seen as reacting to the Epstein frenzy.

Weiss joined CBS News in October after parent company Paramount acquired The Free Press, which gained a rabid following due to its willingness to criticize the political left. She has been a polarizing figure since taking editorial control of CBS News, making moves that some insiders believe are aimed at pleasing President Trump, such as delaying a “60 Minutes” story on the treatment of undocumented migrants being held in El Salvador.

CBS News has not publicly commented on Attia’s status.

Two companies have dropped Attia since the Epstein files surfaced. AGI, a company that makes powdered supplements, has dropped him as a scientific adviser. He has also stepped away from his role as chief science officer for David, a protein bar maker.

CBS News is pulling a “60 Minutes” profile of Attia that first aired in October. The segment was scheduled to re-air Sunday on a “60 Minutes” episode made up of repeats, which the program typically runs when the Super Bowl telecast is on a rival network.

Insiders say even if CBS News’ ties to Attia are not publicly severed, it’s unlikely he will ever be seen on the air. Health-related segments on TV news typically come with sponsors attached. It’s hard to imagine any advertiser will want their commercials running adjacent to a former Epstein pal.

In a Monday post on X, Attia apologized for his interactions with Epstein. He said he had not been involved in any criminal activity and had never visited Epstein’s island.

“I apologize and regret putting myself in a position where emails, some of them embarrassing, tasteless, and indefensible, are now public, and that is on me,” Attia wrote. “I accept that reality and the humiliation that comes with it.”

Attia wrote the best-selling book “Outlive: The Science and Art of Longevity” and hosts a popular podcast. His company, Early Medical, offers a program that teaches people to live healthier as they age.

After two decades and two stints as Walt Disney Co. boss, Bob Iger finally is hanging up the reins.

Disney this week tapped 54-year-old parks chief Josh D’Amaro to succeed Iger as chief executive. The handoff is set for March 18, at the company’s annual investor meeting, with Iger staying on as a senior advisor and board member until his December retirement.

The changing of the guard atop one of America’s iconic companies marks the end of an era.

History probably will remember Iger as a visionary leader who transformed Disney by reinvigorating its creative engines through a series of blockbuster acquisitions, broadening its international profile and boldly steering into treacherous streaming terrain by launching Disney+ and ESPN+ as audiences drifted from the company’s mainstay TV channels.

Iger, 74, has long been Hollywood’s most respected and inspiring studio chief, known around town simply as “Bob.”

Disney Chairman James Gorman said in an interview that Iger’s nearly 20 years in power is framed by two epochs: “Bob 1” and “Bob 2.”

After becoming CEO in 2005, Iger presided over a period of remarkable growth. Through acquisitions of Pixar Animation, Marvel Entertainment and the “Star Wars” studio, LucasFilm, the company gained blockbuster franchises and popular characters, including Captain Marvel, Baby Yoda and Sheriff Woody from “Toy Story,” to populate movie theaters and theme parks.

“Bob steadied the company and built it out,” Gorman said. “He created an absolute powerhouse.”

Simultaneously, Iger strived to preserve ABC, ESPN and the whimsical charm that spilled from founder Walt Disney’s imagination so many decades ago. Iger has treasured such animated gems as Mickey Mouse, Goofy, Winnie the Pooh, Polynesian princess Moana and more.

“The Iger era has been defined by enormous growth, an unyielding commitment to excellence in creativity and innovation, and exemplary stewardship of this iconic institution,” Gorman said in a statement on behalf of the board, adding: “We extend our deepest gratitude to Bob Iger for his extraordinary leadership and dedication to The Walt Disney Co.”

Former CEO Michael Eisner told The Times that Iger has “succeeded masterfully” at every turn.

“From ABC Sports to ABC Television Network and then at Disney, when we inherited him in the ABC/Capital Cities acquisition, Bob created success upon success,” Eisner said. “It’s why he was picked as the Disney CEO, a role that has been his greatest success … What a record!”

Iger‘s first reign ended when he stepped down as CEO in February 2020, then retired from the company 22 months later.

But that leadership handoff proved disastrous, becoming Iger’s biggest blunder — one he has since worked hard to correct.

Bob Iger passed the CEO torch to Bob Chapek in 2020.

(Business Wire)

Former parks chief Bob Chapek stepped into the big role, but he lacked stature, creative chops and support among key executives. He quickly confronted the magnitude of the COVID-19 pandemic, which shuttered Disney’s revenue machines — theme parks, movie theaters and sporting events that anchor ABC and ESPN.

Wall Street soon soured on multibillion-dollar streaming losses by Disney and traditional entertainment firms that were jumping into streaming to compete with Netflix. The company’s stock fell.

Chapek also stumbled into a political feud with Florida’s Republican Gov. Ron DeSantis, who branded Disney as “woke.” The public tussle tarnished the Burbank company’s clean image and undermined its goal of entertaining the masses, no matter their political stripes.

The board beckoned Iger back in November 2022 to quell a revolt by senior Disney executives and allay concerns among investors.

“When I came back three years ago, I had a tremendous amount that needed fixing,” Iger acknowledged during a Monday earnings call with analysts. “But anyone who runs a company also knows that it can’t just be about fixing. It has to be preparing a company for its future.”

Succession immediately became the board’s top priority with Iger then in his early 70s. But Disney’s executive bench had thinned through a series of high-level departures and the company’s expenditures had gotten out of control.

Iger restructured the company, which led to thousands of layoffs, and gave division executives financial oversight to, in Iger’s words, give them “skin in the game.”

His successor, D’Amaro, last spring recalled bringing a 250-page binder to Iger for review upon the chief’s 2022 return to the Team Disney building in Burbank. The book was stuffed with detailed updates for each component of D’Amaro’s enormous parks and experiences division.

The following day, Iger showed up at D’Amaro’s office, binder in hand.

“He pulled out one page,” D’Amaro recounted during an investor conference last year, adding that Iger said: “we have plenty of room to grow this business. We’ve got land in all of our locations around the world,” D’Amaro said. “We’ve got the stories [and] we’ve got the fans.”

That laid the seeds for Disney’s current $60-billion, 10-year investment program to expand theme parks and resorts, cruise lines and open a new venture in Abu Dhabi, United Arab Emirates. D’Amaro was put in charge of the effort, which is designed to cement Disney’s leading position in leisure entertainment. That mandate has become increasingly important to Disney amid the contraction of linear television and cable programming revenue.

Iger’s second stint as CEO wasn’t nearly as fun as the first.

He was dragged into a bitter proxy fight with two billionaire investors, who challenged his strategy, succession plans and Disney’s 2019 purchase of much of Rupert Murdoch’s 21st Century Fox. The move was controversial, with critics lamenting the $71-billion purchase price. Disney reduced its outlay by selling regional sports networks and other assets, but the deal left the company with significant debt just before COVID-19 hit.

The Fox deal gave Disney rights to hundreds of properties, including “Avatar,” “Deadpool” and “The Simpsons.”

Iger vanquished the proxy challenge, and this week, he again defended the Fox purchase, which gave Disney control of streaming service Hulu, National Geographic channels and FX.

“The deal we did for Fox, in many ways, was ahead of its time,” Iger said on the earnings call, noting the lofty bidding war currently underway for Warner Bros. Discovery.

“We knew that we would need more volume in terms of [intellectual property], and we did that deal,” Iger said, pointing to Disney’s deployment of its franchises beyond the big screen into its money-making theme parks. “When you look at the footprint of the business today, it’s never been more broad or more diverse.”

TD Cowen media analyst Doug Creutz still thinks the Fox deal was a dud, saying in a report: “There were plenty of value-destroying media deals before DIS-FOX, so we disagree with their assertion” despite the multiples being offered for Warner.

From left; James Gorman, chairman of the Walt Disney Co. board of directors; Disney Experiences Chairman Josh D’Amaro; Dana Walden, co-chair of Disney Entertainment; and Bob Iger, chief executive of the Walt Disney Co.

(Walt Disney Co.)

Iger is credited with astutely managing Disney’s image and corporate culture.

He was instrumental in resolving Hollywood’s bitter year of labor strife by negotiating truces with the Writers Guild of America and performers’ union, SAG-AFTRA, in 2023.

He has also sought to distance the company from divisive politics, albeit with limited success.

Disney agreed to pay President Trump $16 million to settle a dispute over inaccurate statements that ABC anchor George Stephanopoulos made a month after Trump was reelected. But free speech advocates howled, accusing Disney of bending to Trump.

In September, Iger led the company out of political quicksand amid an uprising of conservatives, including the chairman of the Federal Communications Commission, a Trump appointee, who were riled by comments by ABC late-night comedian Jimmy Kimmel in the wake of activist Charlie Kirk’s killing.

Iger maintains Disney made the decision to return Kimmel to his late-night perch independent of the political pressure from both sides.

Enormous challenges remain for D’Amaro, the incoming CEO.

He and his team, including Chief Creative Officer Dana Walden, must ensure Disney’s movies and TV shows deliver on the company’s commitment to quality, and that its streaming services — Disney+, Hulu and ESPN — rise above the competition.

In recent years, Disney’svaunted animation studios, including Pixar, have struggled to consistently release hits, though it has found success with sequels. Disney Animation’s “Zootopia 2” is now the highest-grossing U.S. animated film of all time, with worldwide box office revenue of more than $1.7 billion, and the 2024 Pixar film “Inside Out 2” hauled in nearly $1.7 billion globally.

The company also must maintain its pricey sports contracts, including with the NFL, to drive ESPN’s success. This week, Disney and the NFL finalized their deal for the league to take a 10% stake in ESPN.

And, as broadcast TV audiences continue to gray, Disney must evaluate the importance of the ABC network, where Iger got his start more than 50 years ago working behind-the-scenes for $150 a week.

Investors also are looking for D’Amaro to lift Disney’s wobbly stock, which has fallen 9% so far this year.

“The stock price doesn’t fairly reflect what [Iger] has done, but … it will,” Gorman said. “And he should get credit for it.”

In a statement Tuesday, D’Amaro expressed gratitude to Disney’s board “for entrusting me with leading a company that means so much to me and millions around the world.”

“I also want to express my gratitude to Bob Iger for his generous mentorship, his friendship, and the profound impact of his leadership,” D’Amaro said.

Times staff writer Samantha Masunaga contributed to this report.