Newsweek

INTERNATIONAL

RICH PAUL

He redefined what a sports agent is. But there's no letup in sight

21.08.2026

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Newsweek

INTERNATIONAL EDITION

AUGUST 21, 2026 VOL. 187 NO.04

FEATURES

20 'I Really Feel Like This Is Just the Beginning for Me'

Rich Paul reshaped sports representation with player empowerment and grew one of the world's biggest agencies out of it. Now he's preparing for the next chapter.

by Jesus Mesa and Jennifer H. Cunningham

30 America's Best Plastic Surgeons 2026

GLP-1 Use Could Boost Risky US Plastic Surgery Demand Weight-loss drugs are reshaping plastic surgery, with more patients seeking treatment for loose skin and volume loss.

IN FOCUS

05 Spokane, Washington A Nation Under Fire 07 Take Five Stories From Around the World 09 Number of the Week -119.4 Conventional Wisdom Trumpworld Survivor Edition 10 The Newsweek Archives 1960 11 Uncommon Knowledge Xi's Wang Wang Problem

PERISCOPE

12 Politics Under the Influence 16 Russia-Ukraine War Body Count 17 The 1600 Trump Washed 18 My Turn 'I Train So I Can Keep Doing the Things That Matter'

CULTURE

42 Movies A New Kind of Final Girl 44 The Register What's on Our Radar This Week 48 On the Contrary Who Framed AOC?

COVER

Photography by Victoria Will for Newsweek

VICTORIA WILL

NEWSWEEK.COM

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Newsweek

August 21, 2026 | Vol. 187 No. 04

INTERNATIONAL EDITION

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08.21.26

IN FOCUS

A CLOSER LOOK

SPOKANE, WASHINGTON

A NATION UNDER FIRE

■ Wildfires supercharged by drought and blistering heat tore through Spokane, Washington, scorching more than 8,000 acres and gutting whole neighborhoods on the city’s northern fringe. The Old Trails Fire was the biggest of three blazes to hit the area, torching at least 700 structures and forcing as many as 65,000 people from their homes. Aaron Farinacci, 37, who was previously imprisoned for fatally shooting his father, was arrested and charged with arson in connection with one blaze. Nationwide, more than 45,000 fires have broken out so far this year—the busiest start to a fire season in at least a decade—scorching nearly 5.6 million acres, the most burned by early August since 2022. Washington Governor Bob Ferguson declared a statewide state of emergency and banned outdoor burning through September. “Any new spark on our tinder-dry landscapes can lead to another devastating wildfire,” warned Commissioner of Public Lands Dave Upthegrove. R

JOSH EDELSON/AFP/GETTY

AUGUST 21, 2026

NEWSWEEK.COM | 5

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INFOCUS

POLITICS

Survey Says: Maybe

■ Pollsters are buying Pete Buttigieg. Bettors aren't. That's what makes his potential 2028 bid one of the Democratic Party's most intriguing tests.

Pete Buttigieg is done playing coy. On The Diary of a CEO, the former transportation secretary said he is "more inclined than not" to run for president again in 2028, his clearest signal yet that another White House bid is on the table.

Fatherhood, he said, changed the calculus. Buttigieg and his husband, Chasten, adopted twins in 2021.

"That's changed all of my equations," he told host Steven Bartlett.

Six years after his surprise breakthrough in the 2020 Democratic primary, Buttigieg enters the early 2028 conversation in a position few expected: as one of the party's strongest prospective contenders.

Polls have repeatedly put him at or near the top of the Democratic field. An Emerson College survey in July placed him first at 19 percent, ahead of Gavin Newsom. A Michigan poll found him leading by double digits. Earlier this year, a University of New Hampshire survey gave him the highest

favorability rating of any potential candidate tested.

Still, the race remains unsettled. Other surveys show Newsom, Kamala Harris and Alexandria Ocasio-Cortez competing for the lead, while many Democratic voters remain undecided.

Prediction markets are less convinced. As of early August, bettors generally favored Newsom, Ocasio-Cortez and Jon Ossoff over Buttigieg, whose odds have lingered in the single digits despite his polling strength.

The gap reflects a larger question hanging over the Democratic Party: Is 2028 a race for an outsider, an insider or someone who can credibly claim to be both?

That's Buttigieg's pitch. He still carries the image of the small-city

Midwestern mayor who stunned the political establishment in 2020. But he is also a former Cabinet secretary and one of the party's most visible national voices, regularly sparring with conservative media audiences many Democrats avoid.

Pollsters see a front-runner. Bettors see a long shot. By 2028, one of them will be wrong. K

Harris beats the field in some polls, but not others.

"Announcing that an emergency will last for another 2 ½ years means it's not an emergency."

MILITARY

An Army in Search of an Emergency

■ A year after President Donald Trump declared a "crime emergency" and sent troops into the capital, the National Guard isn't packing up. It's digging in. The Pentagon has confirmed the mission will run through Inauguration Day, January 20, 2029, "or until terminated by the President"—and the force has roughly doubled to nearly 5,150 troops, drawn from 21 states, Puerto Rico and the U.S. Virgin Islands.

The awkward part? The emergency was already fading when the troops arrived—and not just in D.C. U.S. violent crime fell an estimated 9.3 percent in 2025, with murder down 18.1 percent, the biggest drop since 1937. Cities without Guardsman showed similar declines. D.C.'s own violent crime, meanwhile, was down 35 percent in 2024 and falling further before a boot ever hit the pavement. A Niskanen Center study found the deployment delivered "no measurable effect on violent crime." Its only measurable win was a 24 percent dip in opportunistic property crime in the first six months. The Guard, it concluded, was "a blunt and expensive instrument." And a "data-driven policing strategy optimized on where and when crime actually occurs could achieve comparable or better outcomes at a fraction of the cost."

The Congressional Budget Office puts the cost above $3 million a day, so the full mission could cost $2.5 to $3.4 billion. Troops can't even make arrests. As the Brennan Center's Elizabeth Goitein put it: "Announcing that an emergency will last for another 2½ years means it's not an emergency." K

6 | NEWSWEEK.COM

AUGUST 21, 2026

DIA DIPASUPIL/GETTY; CHRISTIAN BRUNA/GETTY; ANNA MONEYMAKER/GETTY

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GUATEMALA

AFTER THE ERUPTION

Nearly 1,700 people were evacuated from at least 18 communities after Guatemala's Fuego volcano erupted, sending ash and lava down its slopes. As Newsweek went to press, the immediate danger was easing, but officials warned that forecasted heavy rain could trigger deadly mudflows known as lahars, which can strike long after an eruption subsides.

TAKE FIVE

STORIES FROM AROUND THE WORLD

PAKISTAN

FINAL ASCENT

Nirmal "Nimsdai" Purja, the Nepali-British mountaineer who climbed all 14 of the world's 8,000-meter peaks in a record six months and six days, has died at 43 in an avalanche on Pakistan's Broad Peak. Nine other members of his expedition were killed, including five Nepali guides. Purja, a former Gurkha and U.K. special forces soldier, was chronicled in Netflix's 14 Peaks: Nothing Is Impossible.

EUROPE

FACE VALUE

An American could soon be the face of a euro note. Maria Callas—the opera legend born in New York who redefined 20th-century soprano singing—is one of six historical figures proposed for the European Central Bank's "culture" design, competing against a rival theme of rivers and birds. The public vote has already drawn over six million responses, with the winner chosen by the end of the year.

CAMEROON

MISSING IN ACTION

Amid mounting questions over Mitch McConnell's health and whereabouts since his hospitalization in June, Cameroon's President Paul Biya—at 93, the world's oldest head of state—has also gone unseen in public for two months. Biya left for a "brief" stay in Geneva on June 7 and has yet to return, fueling speculation about his condition. Officials insist he's fine, but Cameroon has banned media from even discussing the matter.

REPUBLIC OF NAGERO

REWRITING THE MAP

Nauru—just 8 square miles with roughly 12,000 people—has reverted to its original name, the Republic of Naoero, shedding a label colonizers gave it for being hard to pronounce. President David Adeang called it "the beginning of renewed national pride." But the island's real fight is survival: rising seas threaten to swallow it, pushing the government to sell "golden passports" for $90,000, granting visa-free access to over 85 destinations. The funds go toward relocating 90 percent of the families and infrastructure to higher ground.

ENERGY

Running On Empty

Hungary's decision to shut down its sole nuclear power plant because the Danube has fallen to record lows is a reminder that even one of the world's most reliable sources of electricity has a hidden vulnerability: water. The country's Paks plant, which provides nearly half of Hungary's power, relies on river water to cool its reactors. With drought and heat pushing water levels below operational thresholds, officials have been forced to power down sections of the facility for the first time in its 44-year history.

For Americans, the episode may feel uncomfortably familiar. Years of drought have left the Colorado River system under strain, with Lake Mead and Lake Powell at their lowest combined levels since 1957. Federal officials have warned of the growing pressure on water supplies and power generation across the Southwest. The issue extends beyond traditional energy infrastructure. As the AI boom accelerates, data centers are becoming major water consumers because cooling systems often require vast quantities of water. North American data centers used nearly 264 billion gallons in 2025. The lesson from Hungary is not that nuclear power has failed. It is that in a hotter, drier world, water itself may become one of the most important constraints on the energy system, whether the electricity comes from reactors, dams or the servers powering artificial intelligence.

JOHAN ORDOÑEZ/AFP/GETTY; TIAN MACLEOD JI/AP; ANDREAS RENTZ/GETTY; MTCURADO/GETTY; ALBERTO PIZZOLI/AFP/GETTY; ECB; JANOS KUMMER/GETTY

NEWSWEEK.COM

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INFOCUS

CLIMATE

Too Hot to Insure: Europe's California Moment

■ As one of Europe's worst wildfire seasons in recent history rages across France, Spain and Greece, with some 220,000 people evacuated in France alone, the blazes are exposing a question the U.S. is already struggling to answer: who pays when the climate turns hostile?

For now, private insurers will absorb most of the bill; France's losses could reach €15 billion ($17.3 billion). The worry is what comes next. "This might be a real threat to the industry if you have a wildfire out of control, reaching a medium-sized city like Bordeaux," warned Marcos Alvarez of Morningstar DBRS, per Reuters. "That is a completely different scale of losses."

Complicating matters, wildfires, unlike floods and droughts, are not covered by France's state-backed natural disaster scheme, leaving private insurers to shoulder the

recovery. California's insurance crisis deepened after January's $40 billion Los Angeles inferno as major insurers had already scaled back or stopped writing new policies in the state, forcing hundreds of thousands of homeowners onto the state's overloaded insurer of last resort. Yet Europe also faces a widening protection gap. EU officials estimate only a quarter of climate-related losses between 1980 and 2024 were insured.

"Spain has experienced significant wildfires before, and the insurance industry has considerable experience in responding to these events," Ana Matarraz, CEO of insurance broker Gallagher Spain, told Reuters. "What is changing is the increasing frequency and severity of climate-related risks."

With only a fraction of climate losses insured, the Californian warning is hard to miss. R

Sánchez visiting the wildfires on July 13.

SOCIAL MEDIA

When Relatable Goes Off-Key

■ Politicians are just like us. At least that's the message Spanish Prime Minister Pedro Sánchez seemed to be sending when he posted a Spotify summer playlist to his Instagram account on August 1, ahead of his summer vacation. The attempt to seem relatable, however, was poorly timed with Spain simultaneously facing devastating wildfires and a deadly migration crisis.

While wildfires forced roughly 63,000 people to evacuate their homes across parts of Spain, Sánchez was quickly called out for inappropriate song choices, including "Gasoline" by Buck Meek and "Flashes in the Afternoon" by Stereolab.

And his beachy recommendations of "I Feel So Free" by Madonna and "All My Friends Are So Depressed" by Joyce Manor also missed their mark. While Sánchez was on the Canary Islands, about 60,000 migrants tried to make their way from Morocco to the Spanish enclave of Ceuta, and at least 72 died along the way.

But it's not just Sánchez. Political leaders worldwide are increasingly turning to social media. America's Democratic Party is investing in influencers, podcasts and other creator-driven outlets, betting voters are more receptive to familiar voices and formats (see page 12).

Sánchez's playlist shows how easily that strategy can backfire. One poorly timed post can turn an effort at authenticity into a viral lesson in bad judgment. R

8 | NEWSWEEK.COM

AUGUST 21, 2026

NICK PALEDLODOS/SDOC/APP/GETTY/JORGE GUERRERO/APP/GETTY

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POLITICS

Michigan's Left Turn

■ In another establishment blow, Abdul El-Sayed secured a narrow victory in Michigan's Senate Democratic primary over incumbent Representative Haley Stevens in what may be a key test for the leftist wave overtaking blue strongholds. The former state health official is backed by progressives in D.C. and won 48.5 percent of the primary vote.

The once blue wall there has tinted purple, electing President Donald Trump in 2024 after going for Joe Biden in 2020.

El-Sayed may have won this skirmish, but can he win in November against the Republican candidate, former Congressman Mike Rogers? Voters have resonated with El-Sayed's promise to lower costs, improve health care access and pull back from foreign conflicts. But his stance on Israel and "socialist" labels might scare

off the general population in a showdown that could determine which party controls the Senate.

Polling from late July shows Rogers leading by three to 10 points, while a Mitchell Research & Communications poll points toward a tied race. But El-Sayed doesn't seem fazed by those odds, telling Newsweek he hopes to ride the same populist wave that

put Trump in the White House twice. "Conventional wisdom never saw Donald Trump ever winning ever," he said. "And the way that I explain Donald Trump is that people were so sick and tired of the establish-

ment on either side." Rogers, however, blames El-Sayed for the slew of problems facing Michiganders, telling Newsweek his opponent is "catering to the socialist left" while he was trying to "get Michigan working again."

NUTRITION OF THE BOSS

-119.4

► While much of the Northern Hemisphere has been battling wildfires and heat waves, Antarctica recorded a temperature of minus 119.4 degrees, the coldest on Earth since 2012. Researchers at Concordia Station, deep in winter, logged the ultra-low reading twice on July 18.

CONVENTIONAL WISDOM

Trumpworld Survivor Edition

■ Conviction beats competence in President Donald Trump's Washington, and being right is the one unforgivable position.

Jeanine Pirro

D.C.'s U.S. Attorney dropped a felony Reflecting Pool charge, blaming Interior Secretary Doug Burgum's contractor. Trump blamed her instead—she "folded like an umbrella." Can't throw someone under the bus when your boss is driving.

Todd Blanche

Pirro's boss survived her meltdown without comment—asked if Trump should fire her, he'd only say "he's allowed to do that." Meanwhile, Judiciary advanced his attorney general confirmation. It's good to be the boss who never has to be one.

Markwayne Mullin

He floated farm labor visas, then "NO amnesty for illegal aliens. Ever." Too late—Steve Bannon called him "the wrong guy," Laura Loomer called for his head. His deportation numbers beat Kristi Noem's; a dairy farm's sentence outweighs a million arrests.

Laura Loomer

Speaking of the gadfly, no title, no clearance, no office—just a track record of turning loyalty questions into firings. Now she's running point on Mullin. The Appointments Clause is in the Constitution; the org chart is in her replies.

Kash Patel

He spent July as "Keystone Kash," dodging questions about a jet and his girlfriend's $50,000 luxury box. The White House had him run a New York Times leak probe, then a judge killed subpoenas, citing "errors." No one's asking about the jet now.

Lee Zeldin

So forgettable that pollsters skip him, the EPA administrator's invisibility kept him from the ousters that took down Kristi Noem and Pam Bondi. It's also why Blanche replaced Bondi as AG, not him. Nobody gets promoted for surviving quietly.

FINN GOMEZ/GETTY: ALLISON ROBERT/THE WASHINGTON POST/GETTY: PARADE LEONARD/JIM WATSON/APP/GETTY: NATALIE BERRING/GETTY: ANNA MONEYMAKER/GETTY: OLIVER CONTRERAS/APP/GETTY: STEPHANIE KEITH/GETTY: ANNABELLE GORDON/APP/GETTY: GAGE SKIDMORE

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INFOCUS

BUSINESS

The Unsinkable Middleman

■ For years, the middleman has been living on borrowed time. Travel agents were replaced by websites. Stockbrokers became apps. And music fans keep wishing, as service fees pile up: Can't we just skip the middleman?

Then there's yachts.

This month, luxury yacht broker Cecil Wright & Partners sued Nik Storonsky, founder of fintech Revolut, alleging he cut the firm out of a $405 million superyacht purchase and sidestepped a commission near $20 million. Storonsky disputes the claim, but the case highlights a curious truth: In an age obsessed with eliminating intermediaries, yacht brokers remain hard to replace.

That may be because buying a superyacht isn't like ordering sneakers online or

clicking "buy" on a stock. These deals involve offshore ownership structures, international regulations, inspections, financing, crew arrangements and enough negotiations to fill a captain's log.

In most industries, technology has made agents feel optional. Need a vacation? Book it yourself. Want a car? Tesla will sell it to you directly. Looking for a date, a ride, or a vacation rental? There's an app for that.

But when the purchase price starts with hundreds of millions and the asset comes with a cryo chamber and infinity pool, expertise still commands a premium. In the rarefied world of superyachts, it seems, there are still some people you can't simply cut out of the deal. K

"Japan's policy mix remains unlikely to generate sustained yen strength."

MARKETS

Japan's Biggest Yen Test Is Yet To Come

■ For the first time since 1998, the U.S. has joined Japan in buying yen—a rare show of force that has hauled the currency back, at time of press, from a 40-year low near 164. Treasury Secretary Scott Bessent says Washington "will not hesitate" to intervene again. Yet the reprieve may not last beyond September.

The problem is that intervention treats the symptom, not the disease. The yen is weak because Japanese interest rates sit far below America's, keeping the carry trade—borrowing cheap yen to buy higher-yielding assets—irresistible. A weaker currency may help exporters, but it also raises import costs and adds to pressure on households already grappling with higher prices.

Tokyo has now spent more than $100 billion this year fighting that gravity, only to watch the yen sink to fresh lows each time. A sudden unwinding of those bets could jolt markets far beyond Tokyo. "Japan's policy mix remains unlikely to generate sustained yen strength," UBS strategists warned.

The real test lands on September 18, when the Bank of Japan sets rates.

Governor Kazuo Ueda has signaled a hike could come as soon as September, warning the risk of an inflation overshoot is "too big to ignore." Markets see a hike as a live possibility.

If the BOJ moves, the yen may finally find a floor. If it blinks, no amount of dollar-selling will hold the line—and the market knows it. K

THE ARCHIVES

1960

► Nineteen-sixty is Africa's Year of Freedom. Independence has happened or will happen this year in sixteen nations; by 1962, more than 30 African nations will sit in the U.N., Newsweek wrote about what became known as the "Year of Africa" when 17 countries were created. And the number kept growing: 18 the following year, an additional 13 by 1970 and today the African Group at the U.N. is made up of 54 African Union member states. The U.N. remains deeply involved across the continent, recently deploying a mobile peacekeeping base in the Democratic Republic of Congo, allowing local authorities to address a fast-moving Ebola outbreak—which has so far killed over 1,400 people—despite recent attacks on treatment centers. According to the U.N., at least a dozen facilities have been attacked, "largely due to fear, misinformation and deep community mistrust of outside authorities." MONUSCO, the peacekeeping mission there, said its new presence has restored calm in the area. K

10 | NEWSWEEK.COM

AUGUST 21, 2026

LASHKHIDZETIM/GETTY; NEWSWEEK/GETTY; NEWSWEEK ARCHIVE

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BUSINESS

High on Their Own Data Supply

■ With AI demand rising and marijuana consumption coming down from a high, some companies are seeking to transition cannabis facilities into data centers—a plan that would swap clouds of smoke for one a little further out in the ether.

AI companies are hoping that reusing existing facilities will help them avoid pesky red tape required when starting from scratch. Existing cannabis facilities where the product is treated and manufactured into various products already have a lot of what data centers need—proper zoning and permitting, a lot of power, cooling and HVAC systems and proximity to water and utilities connections.

And AI companies offer a helping hand for cannabis companies fighting declining profits.

Right now, the industry is a bit in the weeds. After a pandemic boom, the Colorado Department of Revenue reported a drop in marijuana sales to $1.32 billion in 2025 from its peak of $2.23 billion in 2021. This has put pressure on corporate weed growers to look to other options for revenue.

Michigan-based cannabis company Harbor Farmz has already offered up its cultivation facility for tech use. CEO Michael Ward noted that Michigan has become oversupplied,

saying, “there’s just no way to consume this much cannabis being produced in the state.” Sounds like a challenge some young Ann Arbor residents might be happy to take on...

A former cannabis cultivation site in Oklahoma has also proposed an 8 to 10 megawatt data center at one of the state’s largest licensed indoor cannabis growing operations.

But the customer base might not be as chill as you’d think. Residents in both states have raised concerns about the proposal to turn the facility into an AI company, noting electricity use, water consumption, noise pollution and other adverse impacts associated with data centers.

Even so, expectations might be a little too high. Phil DeVries, founder and CEO of Michigan-based Wolverine Consulting, told Newsweek that most facilities won’t meet the criteria for data center transition because of their available power and distance to the grid and other regulations. He adds, however, that most of these projects would be much smaller than facilities associated with major technology companies.

For a handful of growers, the future may be measured in megawatts instead of marijuana. K

UNCOMMON KNOWLEDGE

Xi’s Wang Wang Problem

■ After boys under 14 allegedly tortured and killed stray dog Wang Wang and her three puppies in Guangdong, China, in June, officials tried to tamp down discussion. Instead, deleted posts and censored memorials became part of the story. Supporters funded billboards in China and overseas, and a petition drew more than 70,000 signatures. By July, the campaign had become a backlash to censorship itself.

The Familiar Story

Internet controls in President Xi Jinping’s China are among the world’s most restrictive. Freedom House gave the country a score of 9 out of 100 for internet freedom in 2025. Yet Harvard researchers Gary King, Jennifer Pan and Margaret Roberts found that Chinese authorities often tolerate criticism while moving aggressively against content likely to “spur social mobilization.” That distinction matters here. The real challenge for Beijing was not outrage over a dead dog; it was the emergence of a movement. Wang Wang’s story became an example of social mobilization rather than merely an animal cruelty case.

What’s Really Going On

Historically, governments underestimate animal causes. In early 20th century London, alleged cruelty to a dog in a scientific experiment sparked years of protests and riots. Authorities eventually removed and melted down a statue erected in the dog’s honor, a symbol of broader grievances.

China’s experience is beginning to look familiar. Posts by celebrities criticizing Wang Wang’s killing vanished from social media, then the deletions became news. Earlier this year, dog abuse allegations in Chongqing drew hundreds of protesters. Freedom House has documented widespread, decentralized protests across China, showing how local grievances can become broader public dissent. Human Rights Watch’s Maya Wang says the case resonates with young Chinese people who increasingly view pets as primary companions. Support for stronger animal protection laws is widespread, yet no national law exists. Beijing’s bigger concern may be a new playbook for protest: raising money without an organization and spreading a message beyond China’s censors. K

GEORGE ROSE/GETTY; ALFRIED/GETTY; CHINA PHOTOS/GETTY

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NEWS, OPINION + ANALYSIS

POLITICS

UNDER THE INFLUENCE

Democrats are borrowing the media playbook that transformed the GOP

ANNA RAHMANAN

DEMOCRATS SPENT YEARS WARNING ALL WHO would listen that the conservative influencer machine had forever changed Republican politics. Now the left is building a machine of its own.

One of the clearest tests just played out in Michigan, where Abdul El-Sayed's Democratic Senate primary victory has given progressives a fresh argument that podcasts, YouTube shows, Instagram accounts and insurgent left media can be translated into political muscle. The race became a test of whether the left's new media class can do what the right's has done for years: make a candidate feel inevitable before institutions catch up. El-Sayed's win does not settle that question, but it gives advocates of the model a powerful new piece of evidence.

The shift almost feels like a concession. Democrats are recognizing that modern politics often moves first through trust, then through ideology and, only later, through party, as demonstrated by President Donald Trump's rise through the Republican Party. Voters may hear a campaign message from a senator, a committee or a television ad, sure—but they may only believe it when it comes from a host they follow, a creator they watch or a feed that has become part of their daily routine.

That is the lesson Democrats are borrowing from the right, but it carries risk.

A media world built on social trust can elevate outsiders and weaken old gatekeepers. It can also reward factional loyalty and distrust of institutions. Can Democrats use the machine without being remade by it?

The Michigan Test

El-Sayed, a former Detroit health director and progressive who previously ran for governor, spent months cultivating support across podcasts, creator networks and left-leaning digital platforms. His victory over Haley Stevens will inevitably be read as a validation of that approach, even if the result was shaped by many factors.

The contest is also consequential because Senator Gary Peters decided not to seek reelection, leaving Democrats to defend an open seat in a state won twice by President Trump. Former Republican Representative Mike Rogers is already preparing for the general election, making the Democratic primary a fight over both ideology and perceived electability.

The media divide has sharpened those tensions. El-Sayed's supporters see independent left media as a way to break through a party structure they believe has been too cautious, too donor-driven and too dependent on legacy outlets. Stevens' supporters argue that online momentum does not answer the central general-election question: which Democrat can retain a Senate seat in a state that both parties will contest aggressively.

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The implications extend beyond Michigan. For many progressives, creator networks are no longer simply a way to communicate with voters. They are becoming part of the machinery of politics itself, helping candidates attract attention, raise money and build support outside traditional party structures.

Democrats are adapting to creator media because many of their old message vehicles no longer carry the authority they once did. The Democratic National Committee has already moved toward the creator model, working with more than 500 content creators through its “Influencer & Creative” program. The party has also launched rapid-response digital projects, including @factpostnews, as it tries to answer Republican messaging in the language and tempo of social platforms.

Those efforts reflect a harder truth for a party accustomed to institutional validators: A Democratic committee can post a clip, buy a television ad or send a fundraising email, but a creator can make a political argument feel like it came from someone the audience already knows.

Pew Research Center last year found that about one-in-five U.S. adults regularly get news from news influencers on social media. The same Pew study found that 49 percent of people who regularly get news from influencers cited authenticity as a major reason.

For younger voters, the shift is even more pronounced: Pew found that 76 percent of adults ages 18 to 29 get news on social media at least sometimes, compared with 28 percent of adults 65 and older.

Sami Sage, co-founder of Betches, a digital media brand that built a large audience through lifestyle, humor, podcasts and social platforms, said the change from the Obama years is not simply a matter of Democrats using newer tools.

“The media environment between now and then is like comparing apples and orange soda,” Sage said to Newsweek. “In 2008 and 2012, you could still opt in and out of digital communications to a large extent, nothing was algorithmic and the landscape was not yet monetized. On top of that, retail politics and traditional reporting still ruled and dictated our collective reality. These days, there is no mutually agreed-upon collective reality, and it’s largely because the platforms where we receive information are structured to push extremes and falsehoods.”

The lesson is simple: In a fragmented media environment, persuasion can depend less on whether voters encounter a party-approved argument than on whether they encounter it through someone they already trust.

Creator Politics

Republicans arrived here first. Conservative politics spent decades building an

“It’s not about finding ‘our Joe Rogan,’ it’s about empowering hundreds or thousands of creators over the next decade in the hope that a few will build big audiences and be able to connect them to politics.”

alternative communications network through talk radio, cable news, partisan websites, podcasts and online personalities. Trump did not create that system, but his rise showed how powerfully a candidate could benefit from a media world that rewarded loyalty, conflict and direct connection with voters.

Democrats are now absorbing a selective version of that lesson by going beyond the creation of liberal versions of conservative outlets, instead trying to solve the same structural problem that conservatives solved first: How do you reach voters who no longer treat legacy media or party institutions as the main arbiters of political reality?

The 2024 campaign accelerated that lesson, with Trump’s media strategy including appearances in podcast spaces such as The Joe Rogan Experience, while Democrats faced pressure to expand beyond traditional campaign messaging.

Amanda Litman, co-founder and president of Run for Something, a progressive group that recruits and supports young candidates for state and local office, said Democrats should treat creator media as long-term political infrastructure rather

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SARAH RICE/GETTY: JP YIM/GETTY IMAGES FOR NEW YORK HILTON MIDTOWN

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DIGITAL POWER

Amanda Litman says Democrats should invest in creator networks, a strategy that gained fresh attention after Abdul El-Sayed's Michigan primary win.

than a shortcut to reach. "I'm not sure Democrats have learned a ton, or at least, not the right things," Litman said to Newsweek. "We need to be investing over the course of years, not months, and in culture-first messengers, not political ones. It's not about finding 'our Joe Rogan,' it's about empowering hundreds or thousands of creators over the next decade in the hope that a few will build big audiences and be able to connect them to politics."

Sage echoed her sentiments.

"Depends which Democrats you're asking about, but the ones who have been successful have ditched their reliance on talking points and are (at least conceptually) aware that lifestyle spaces are a more authentic (and less expensive) funnel to reach voters, because those influencers and creators are perceived as less partisan," she said.

The Risks of Reach

The Democratic embrace of creator media comes with an obvious tension: The party wants the reach and intimacy of independent voices, but independence is what makes those voices valuable.

Creators and left-leaning outlets can help insurgent candidates gain attention, they can pressure party leaders to respond to issues that institutional Democrats would rather handle slowly and they can also turn intraparty disagreement into content.

Democrats have criticized Republicans for allowing that kind of media logic to reshape their party. But can Democrats draw

energy from a similar structure without allowing it to set the party's priorities?

"One of the challenges is that if we build a big megaphone but don't have the good message to amplify, we're simply making a weak argument even louder," Litman said. "We have to make sure the substance works with the style."

She also noted that the scale of today's digital politics means candidates have less control over when and how they are seen.

"Instagram and TikTok didn't exist in Obama's first run in 2008, there was no comparable focus on video or omnipresent on-camera engagement," Litman said. "It was a big deal for Obama to do something like Between Two Ferns [satirical talk show]; people called it unpresidential, whereas now something like that would be par for the course for any candidate, for any level of office to do.

"Candidates in 2008 to 2016, generally

speaking, could expect to be recorded by trackers from the opponent who would follow them around with cameras; now every single supporter is a tracker with a camera in their pocket. There is no chance to be off."

The strongest argument for the shift is democratic in the small-d sense: New media can weaken old gatekeepers and give voters access to candidates who lack establishment backing. The strongest argument against it is institutional: Parties still need to nominate candidates, win general elections and govern with coalitions broader than even the most engaged online audiences.

Michigan has now provided an early answer, though not a definitive one. El-Sayed's victory will strengthen the argument that creator networks can help propel candidates through high-profile statewide contests. Skeptics will note that one result does not prove a lasting realignment, nor does it guarantee success in a general election.

What it does suggest is that creator media is no longer sitting on the sidelines of Democratic politics. Whether party leaders are comfortable with it or not, these networks are increasingly becoming part of the mechanism through which activists organize, candidates emerge and political identities are formed.

The larger shift remains. Democrats are still figuring out how much influence creators should wield and whether audience-driven politics can be embraced without reshaping the party. R

Anna Rahman is an editor, subscriber content, at Newsweek. Contact her by email, a.rahman@newsweek.com

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RUSSIA-UKRAINE WAR

BODY COUNT

Volodymyr Zelensky warns of a new Russian draft of up to 500,000 men. But raw numbers can't replace the soldiers Vladimir Putin has already lost

BRENDAN COLE

THE FIGURE IS DESIGNED TO SCARE: 500,000 FRESH RUSSIAN SOLDIERS, marshaled after September's parliamentary elections and funneled toward a war with no obvious end. Volodymyr Zelensky delivered the warning himself, revealing that Vladimir Putin was preparing to call up somewhere between 300,000 and 500,000 men once Russians have voted September 18 to 20. It is a headline-grabbing number. It is also, on its own, a misleading one.

More men is not the same as more army. And the men Russia has lost are not the men it is now scrambling to enlist.

By Kyiv's own accounting, Russia has suffered some 131,000 killed and 93,000 wounded this year alone. Those losses fall heaviest on the professionals, the storm troops, the drone operators and junior officers who take ground and hold it. A conscript pulled from a provincial town and handed a rifle after a few weeks' training does not fill that hole. He is a body, not a battle-winner.

The analysts sounding the alarm know this. "Further mobilization would help Russia prolong the war but probably wouldn't fundamentally alter its outcome," John Hardie of the Foundation for Defense of Democracies told Newsweek. Yuriy Boyechko, who

runs the front-line charity Hope for Ukraine, put the point more bluntly still: force quality, not manpower, is Russia's real constraint. "Sheer numbers allow Moscow to sustain a protracted war of attrition, absorb heavy front-line losses and fortify defensive positions against future counteroffensives," he said. No mention of "win."

The math of the modern front explains why. Ukraine's commander-in-chief, Oleksandr Syrskyi, says Russia is now paying more than 1,000 casualties for every square mile of territory it seizes in Donetsk. Drones have turned open ground into a killing field, and no volume of infantry changes that arithmetic; it only feeds it. Even Russia's recruiters are running dry. Ukrainian intelligence reckons Moscow signed roughly 195,000 contract soldiers by early July, less than half its annual target, forcing the military to relax medical standards and lean on students, foreigners and residents of occupied territory.

So what would half a million conscripts actually buy? Enough to plug holes in the Donbas grind, to trade lives for incremental gains and to make Ukraine's autumn a bloody one. Not enough to overwhelm Kyiv, roll to the Dnieper or deliver the knockout Putin has wanted since 2022. And the political price is steep: Hardie notes that reaching for mass mobilization would be an admission the war is "on a losing trajectory," a gamble that could trigger the same exodus and unrest that followed the 2022 call-up, when tens of thousands fled toward Georgia, Kazakhstan and Mongolia.

The Kremlin denies it all. Dmitry Medvedev—ex-president, now the Security Council's deputy chairman and one of Moscow's loudest hawks—dismissed the rumors as "a lie spread by the enemy" and claimed 200,000 had volunteered in the first half of the year. None of which is likely to stop Zelensky highlighting the figure in appeals for additional Western support. The scarier the

figure, the stronger his case for more sanctions, more air defense and more of the precision weaponry that lets Ukraine offset Russia's willingness to spend men by the thousand. As Boyechko concedes, mass conscription forces Ukraine to burn through resources faster, which is precisely why Kyiv needs its partners to keep the supplies flowing.

More men buys Russia more war, not victory. Whether that is enough depends less on Moscow's recruiters than on Washington's and Europe's willingness to keep Kyiv supplied. R

Brendan Cole is a senior reporter at Newsweek. Contact him by email, b.cole@newsweek.com

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THE 1600

Carlo VERSANO

Trump Washed

→ THE OLD RULE OF THUMB WAS THAT A PRESIDENT IN HIS second term turns into a lame duck after the midterms. President Trump appears intent on speed running his own version of that decline months ahead of schedule.

Not long ago, he was deep in the saber-rattling phase of the TACO cycle, warning that hell was about to rain down on Iran. Word came soon after that he'd approved what officials called the harshest bombing campaign yet, aimed at Iranian energy infrastructure. This was supposed to be the strike that finally broke Tehran, forced open the Strait of Hormuz and ended the nuclear standoff for good. Then Trump called it off at the last minute, saying Iran had signaled it wanted a deal. Iran's foreign ministry promptly said no such talks with Washington exist. What is actually happening, according to Tehran, is a separate negotiation with Oman over a temporary route through the strait, still described as close to final but not yet done. Starting to sound familiar?

Trump said Iran agreed to reopen Hormuz. Iran has not confirmed that. The New York Times reports that the U.S. dropped one of its largest conventional bombs on a house on a crowded island off southern Iran, killing a husband, wife and their 2-year-old. Nobody has explained whether that strike will be investigated, or connected it to the earlier double-tap strike on a girls' school in the war's opening days—about which Pete Hegseth still has not provided answers, or apologies. Dropping bombs on children strikes me as a good way to undercut whatever strategic goal this war still claims to serve, but what do I know? I've only observed this U.S. policy in the Mideast my whole life. Meanwhile, the domestic conversation has drifted toward socialist primary wins and statues going up around D.C., as if a paint job outranks the Department of War losing its first war in the public imagination.

A reader recently called my coverage in our daily newsletter "relentlessly negative," then unsubscribed. Fair enough, but covering our 80-year-old commander in chief—a wartime president

who spends his weekend golfing and posting before turning the dial up or down on the bellicosity button depending on what the 10-year yield is telling him Monday morning—is feeling a bit long in the tooth. Take one recent Sunday as a prime example. Trump "won" another golf championship (at his own club, of course) and spent the balance of the day producing a stream of social media posts that, if they came from your own grandpa, you'd be going over there to take away his car keys.

In one stretch, the president fired off over 40 Truth Social posts in a few hours. He threw Jeanine Pirro, the U.S. Attorney for D.C., under the bus after she admitted the damage to the Reflecting Pool came from a botched renovation, not vandalism. He posted an AI image of himself embracing Jesus on a golden crucifix, renewed his threat to take Greenland and shared a fabricated photo of himself walking beside an alien in handcuffs on a military base. Couldn't tell you what that one means. There was an Elvis edit, oddly fitting given how much his current arc is beginning to resemble late-era Presley. Also, his face merged with George Washington's and an image branding Venezuela the 51st state. Along the way, Truth Social quietly launched its new paid API, meaning a hedge fund can now pay the president's family for early access to his public posts before the rest of us see them.

That arrangement alone is a more straightforward conflict of interest than anything in Trump's first term, and it barely registered as news. It's become the baseline assumption that he'll invent some new way to monetize the office. Each new version draws less attention than the last. If Democrats retake the House in November, they'll open investigations and issue subpoenas. Republicans will defend him regardless of the facts, labeling it a Democrat Witch Hunt before it starts.

What passes for comfort these days is that Trump is thoroughly washed, to borrow a term from The Youths. It isn't a compliment. Irrelevant, played out, no longer the center of gravity. His Cabinet meeting at Camp David generated none of the market movement or news cycles these events once produced. His prime-time address on voter fraud, built around unproven claims about Chinese interference, has already faded from memory. His attorney general nominee got through by the skin of his teeth after weeks of being stalled by his own party. Heading into an election, Trump's approval numbers sit near Nixon's in his final inglorious weeks in office. The routine is feeling old, and people are noticing.

For those of us who have been paying attention, the second Trump presidency has become an ongoing national humiliation ritual, and it can't wrap up soon enough. R

"Irrelevant, played out, no longer the center of gravity."

Carlo Versano is director of politics and culture at Newsweek. Email him at c.versano@newsweek.com

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MY TURN

'I TRAIN SO I CAN KEEP DOING THE THINGS THAT MATTER'

Doctors told me heavy lifting was no longer an option. What I've learned since then about aging well is far more important

ARNOLD SCHWARZENEGGER

WHEN I WAS COMPETING AS A BODYBUILDER, STRENGTH MEANT one thing: more. More weight. More intensity. More punishment. That philosophy won me 13 world titles.

But over time, I added to that philosophy: the discipline to recover, to adapt and to keep moving—even when moving gets harder. In my experience, that's what freezes millions of people from living their lives fully, because pain convinces them to quit before they learn what their body can still do.

When I turned 70, people started asking me why I still trained. Now that I am 79, the questions come more often. "Why are you still going to the gym?" "Isn't it time to take a break?" People assume that fitness has a finish line. It doesn't. Not every day is a great workout. Some days showing up is the whole victory. I'll take it.

As we get older, we often tell ourselves a story: Pain is inevitable, stiffness is normal and a smaller, slower life is simply the price of aging. I've heard this story from people around me my whole life. I've had shoulder surgeries, heart surgeries and a hip replacement. I know exactly what it feels like to be told your body isn't what it used to be. Put simply, getting older sucks. But I have never accepted that aging means a smaller and slower life.

After my heart surgeries, doctors told me heavy lifting was no longer an option. For someone who built his life on pushing limits,

that was a hard reality to accept. I walked back into the gym and had to relearn everything. The first time I picked up weights again, I had to use a lighter set than I was used to. Movements that I had done for decades suddenly required more focus and patience. But more than that, it forced me to realize how easy it is to let limitations take over if you don't actively push back.

Sure, there are mornings I don't want to get out of bed. My joints feel heavy and the workout feels far away. On those mornings, I don't wait for inspiration. I get up anyway, and somewhere on the bike ride or a few sets in, I'm back.

I've been recognizing this pattern in a lot of people around me. One day they skip the stairs because their knees hurt. They pass on a walk after dinner because they feel stiff. They start avoiding things that once felt easy. Slowly, without realizing it, their world gets smaller and their limitations begin to define them. I see this clearly in my own life. I actively coach people of all ages (our oldest member turned 100!) on their fitness journeys through my Pump Club app.

I play with my grandkids, which is a very honest test of my mobility. Movement stopped being about how my body looks a long time ago. Now I train so I can keep doing the things that matter.

When pain and stiffness decide whether you can get out of a chair, climb stairs or keep up with your family, that is a threat to your independence. Research is on my side: Regular physical activity can reduce pain, improve function, build strength, improve balance and protect quality of life.

I have trained for more than six decades, and what that training looks like today is completely different from when I was in my 20s. I use lighter weights but more repetitions and less rest between sets to keep up intensity. I ride a bike instead of running on the beach. When I ski, I call it quits after a half-day. I no longer confuse discipline with stubbornness.

Now my workout routine is about control, consistency and making sure I can keep moving tomorrow. My approach changed, but my commitment remains the same.

I have used my hero Teddy Roosevelt's line for years. He said something like, "If you rest, you rust." People laugh because it is blunt. But the older I get, the more accurate it becomes.

You don't have to surrender to the old myths about being past the point of no return. I've met people in their 60s and 70s in the Pump Club who transformed from being unable to squat their bodyweight to competing in powerlifting competitions. Research shows that people even in their 80s and 90s can still gain strength.

We need more honest conversations about aging and longevity. Movement is not a luxury for the young or the pain-free. Movement is maintenance for life. It is how we protect independence, resilience and the ability to keep doing what we love.

That is what a real comeback looks like. R

Arnold Schwarzenegger is a former professional bodybuilder, actor, former governor of California and longtime advocate for fitness and public health. He serves as chief movement officer at Zimmer Biomet.

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“NOT EVERY DAY IS A GREAT WORKOUT. SOME DAYS SHOWING UP IS THE WHOLE VICTORY. I’LL TAKE IT.”

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Newsmakers

'I REALLY FEEL LIKE THIS IS JUST THE BEGINNING FOR ME'

Rich Paul reshaped sports representation with player empowerment and grew one of the world's biggest agencies out of it. Now he's preparing for the next chapter

PHOTOGRAPHY BY VICTORIA WILL

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"THIS IDEA OF TREATING [PLAYERS] AS JUST A TRANSACTION TO ME WAS SOMETHING THAT I DID NOT WANT TO DO."

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Newsmakers

M

OST SPORTS AGENTS, WHEN PRESENTED with a $15 million sponsorship deal for their client, would have them sign it faster than their

player can drive the lane to score a slam dunk. But for Rich Paul, there was a better opportunity waiting elsewhere.

“Anybody could do a deal,” Paul, 45, says, gazing out of the windows in Newsweek’s global headquarters in New York City. “Not the right deal, but you can do a deal. That’s one thing. But if you’re trying to build a business, that’s different. You have to feel it. You have to have a pulse on that.”

In this case, it was turning down an assured $15 million from McDonald’s to make a $1 million investment in a much smaller chain, Blaze Pizza. That stake is now estimated to be valued at more than $30 million. It is smart moves like that, ensuring clients get equity in a business instead of just a paycheck from a brand, that has led the player involved, LeBron James, to become the first active billionaire NBA player.

Paul met the then-high school basketball prospect at Akron-Canton Airport in 2002, where they began talking about the vintage jersey Paul was wearing. They became friends, then business partners. Paul has worked with James ever since he was drafted by the Cleveland Cavaliers in 2003, and officially became James’ agent in 2012, guiding him through the most productive decade of his NBA career.

The association helped make Paul, sure. It has also handed his critics their most durable line—that he’s a one-trick pony, that his influence is borrowed. If his client left, any leverage Paul had would go with him.

Paul built a company to answer those critics. He founded Klutch Sports Group in 2012 around a single idea: the company should outlast any one athlete, even the one who made it possible. Twenty-four NBA drafts and hundreds of athletes across multiple sports later, that idea is no longer being tested. Paul has pushed players to build commercial identities that outlast their playing days. The same instinct that shaped James’ own business empire, built on deals including a lifetime tie-up with Nike reported at more than $1 billion, an equity stake in Fenway Sports Group (owners of the Boston Red Sox and Liverpool FC in the English Premier League) and the founding of the production business SpringHill Company.

“When thinking about the name [Klutch], the idea was just that. I didn’t want to be dependent on just one thing. I wanted to be able to grow legs in due time,” Paul says.

The agency has expanded rapidly in recent years. It acquired the baseball agency Rep 1 in 2023 and, after two years of negotiations and repeated trips between Los Angeles,

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“ANYONE COULD DO A DEAL... NOT THE RIGHT DEAL, BUT YOU CAN DO A DEAL. THAT'S ONE THING. BUT IF YOU'RE TRYING TO BUILD A BUSINESS, THAT'S DIFFERENT.”

Munich and London, finalized a partnership with Munich-based soccer agency ROOF, which represents more than 130 players. United States Men's National Team forward Folarin Balogun signed with Klutch this year following his World Cup campaign, becoming one of its highest-profile soccer clients.

Fara Leff, who has watched Paul build Klutch from the inside as its chief operating officer, said that instinct, turning wanting something into a plan for getting it, never really left him; it just changed scale. “There really isn't a box he fits into,” she said. “He's created a distinct lane that has opened doors for him, the clients and the agency.”

Klutch now represents more than 700 athletes across basketball, football, baseball and soccer, according to the company—a

list that includes Los Angeles Lakers forward Anthony Davis, Philadelphia 76ers guard Tyrese Maxey, New York Knicks guard Jordan Clarkson, Philadelphia Eagles quarterback Jalen Hurts and Arizona Diamondbacks catcher Gabriel Moreno. In 2025, Forbes ranked it among the five most valuable sports agencies, with more than $7 billion in athlete contracts under management.

Beyond athlete representation, Klutch launched an apparel brand with New Balance, Klutch Athletics, aimed at middle school, high school and college athletes. In 2019, United Talent Agency acquired a significant stake in the company, and Paul became UTA's head of sports.

The company he founded was landing deals on its own now. It was no longer just “LeBron's agency.”

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Jesse Washington. James wrote the foreword, describing the two of them as young Black men from Northeast Ohio whose childhoods had been shaped by crack, guns and trauma, and who bonded not over a jersey but over faith in their families.

Where the book lingers on the texture of Cleveland—a mother who loved him even as she struggled with substance misuse and a father whose love came stern and unbending—Paul now tells a version of the same material more like a closing argument: not what happened to him, but what he built because of it.

“We had to learn people’s silhouettes in the dark, for different reasons,” he says. “The characters don’t change. The environment changes, but the characters stay the same.” He can take someone from “a boardroom full of executives” and someone from “the roughest place in Cleveland,” he says, and “show you the similarities.”

For Paul, it was never just the job. He says understanding a client’s context has to come before the relationship, and the relationship before the negotiation, an idea he formed with his first client, James. “The person at that time when I started was someone who came from exactly where I came from,” he says. It shaped how he approached everyone who came after.

“You’re a basketball player second,” he says. “You’re a person first.”

That distinction, small as it sounds, is what separates his model from the one that came before it. The traditional agent model treated the athlete as an asset to be optimized, an annual salary to be maximized, a single transaction to be closed and moved past. Paul’s model, part of what the industry has come to call player empowerment, treats the athlete as a business to be built over a career, and the difference shows up in the questions he asks before a deal, not after.

“Sometimes in representation, most times it’s a transactional thing,” he says. “Most representatives don’t know their client the way they think they know, the way they should know them. And they probably don’t want to. They don’t care to because it’s the job.”

The royalty structure Paul preaches to his clients has a decades-old case study he points to without needing to name it: Michael Jordan. The former Chicago Bulls NBA star—and alongside James, the other man in the conversation about the greatest to ever play the game—has not stepped onto a basketball court as a pro since 2003. Yet Jordan now earns an estimated $250 million to $350 million a year from his Nike royalty on Air Jordan sales, a stake in the brand rather than a one-time endorsement check. Paul’s pitch to his own clients follows the same logic: a smaller guaranteed number today, in exchange for ownership that keeps paying out long after the playing career ends.

His relationship with James is built the same way, extending well past the basketball court. James negotiated an equity stake in Beats by Dre in 2008 instead of a standard endorsement fee, a

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“We started out in just basketball,” Paul says. “It took me a while to get into football. Even though the calls were coming in, I didn’t feel we were ready. Now we have it, in all these different sports.”

People First

ASK PAUL WHAT MAKES HIM DIFFERENT FROM EVERY OTHER AGENT in the room, and he does not talk about leverage, or contracts or the size of a deal. He talks about knowing people.

“I think you have to support them. First of all, you have to know them to support,” Paul says.

Paul told much of this story in his autobiography Lucky Me: A Memoir of Changing the Odds, published in 2023 with the journalist

VICTORIA WILL

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stake reportedly worth more than $30 million when Apple bought the company for $3 billion in 2014. And the production company James founded, SpringHill Entertainment, sold a minority stake to RedBird Capital, Nike and other investors at a $725 million valuation in 2021.

Paul describes it as refusing to let the game be the whole of someone's identity.

"These guys just don't play basketball or play football or play baseball or soccer," he said. "They're people first, they do have different interests, they do have values to the world. Basketball may be something that they love, and it's something that they do for their everyday job. It's not the only thing that they encompass."

One of those clients is four-time NBA champion and Golden State Warriors forward Draymond Green, who said Paul's influence extends far beyond contract negotiations.

"Most agents treat athletes as if the athlete works for them," Green told CBS' 60 Minutes. "But there's a multibillion-dollar business built around most athletes that they don't understand. They don't have a Rich Paul to teach them."

That reach extends beyond sports. Dave Penski, chief executive of Publicis Media, one of the world's largest advertising companies, met Paul during an acquisition and said the deal closed in weeks rather than the usual months. "The complete decidedness was extremely impressive," Penski said. "He is always looking for the connection between brands, talents and situations that will deliver for his clients and partners."

Penski does not think of Paul as a sports agent at all. "Just a business leader of a large team that functions at optimal performance," he said. Penski struggled to name a comparison. "I really cannot think of any other examples of this type of business leader, never mind sports agent."

Making the Room His Own

SAY THE WORD "LEGACY" TO PAUL AND HE DOES NOT REACH for the championships his clients have won, or their contracts or the businesses he built beside them.

In his own account, the order runs backward from how legacy usually gets told. He did not build relationships in service

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BIG LEAGUE

At 20 (left), Paul sold vintage jerseys; by 40 (below) celebrated with clients and NBA stars; and now (far left) oversees $7 billion in athlete contracts.

of success. He built relationships, and the success followed. "This idea of treating them as just a transaction to me was something that I did not want to do," he said, "because I thought that it was probably the worst way I could be, and it was disingenuous. You have to say all these things, but you're really pretending to get something that you may want."

Andrea Geurin, who teaches sports marketing at New York University, said that inversion is the actual substance of what Paul changed, not a detail of his style. "Every decision he makes seems to be done with the athlete's well-being at the heart of it," she said. "He gives the impression that he is looking out for the athletes he represents first and foremost rather than looking out for himself."

Mark Beal, who spent three decades running sports marketing campaigns around major events like the Olympics and the Super Bowl before joining Rutgers to teach sports business, said Paul's real contribution is not any single deal but a relocation of power inside the relationship itself: elevating the athlete "to be the chief executive officer of their unique personal brand."

Newsmakers

Paul, now engaged to singer Adele, 38, grew up in a house where his father set the terms. He ran a corner store, carried weight in the neighborhood and had another family of his own, but he instilled in Paul a strict code of accountability. "I don't care if you were buying a 5-cent piece of bubble gum. All the way up to being an adult, there was accountability every day," Paul said.

By fourth grade, Paul was largely raising himself, getting himself to school and figuring out how to put food on the table for his siblings. His grandparents reminded him that nobody was coming

to save him. The lesson was not to wait for rescue, but to show up for the people who depended on him. It is the same balance he brings to Klutch today: close enough to care, honest enough to say what no one wants to hear.

"I don't cheer at games," he said. "I'm watching a different game than most people. If I have players on both sides, I want each of them to do well, but I don't dictate the outcome. I'm not emotionally connected like that."

That distance is not indifference. It is the same instinct that produced the disruption in the first place, the refusal to let a single game, a single season or a single client define the whole business. Legacy, for Paul, is not the score, which can turn on a single bounce or a bad night. It is the structure left standing no matter the score.

He has the evidence to back it up. In 2019, the NCAA proposed a new certification standard for agents who wanted to represent college basketball players weighing the jump to the NBA, one that would have required a bachelor's degree. Paul, who dropped out of college after his father

died, did not have one. The rule was dubbed the Rich Paul Rule within days of its release, and James called it out publicly. The NCAA rewrote it a week later, adding an exception for agents certified by the NBA players' union in lieu of a degree.

The moment the industry tried to write him out of the room and had to reverse itself instead became the story Paul tells when the subject of his legacy comes up. It is also, unexpectedly, the clearest proof of how much he changed the game for everyone who does his job. Search his name and the word that follows most often is "disruptor," a label he has come to claim as his own.

"If I had to pick one thing overall, it would probably be the disruption," he said. "Disrupting an industry that was not tailor-made for somebody like myself. Normally, someone like myself was not positioned or perceived or even wanted."

Paul is aware the disruption did not come without cost, while also earning some enemies. Inside the industry, NBA executives and insiders have pointed to player empowerment as a force that let stars cluster in a handful of major markets at the expense of competitive balance. One general manager, granted anonymity

VICTORIA WILL: RICH PAUL [2]

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Newsmakers

to speak candidly to The New Yorker in 2021, called it “the worst thing that ever happened to professional sports on all levels.”

Paul does not spend much time answering critics. He has said before that resistance, in general, does not unsettle him. “I used to get so much pushback when I first walked in the room,” he said.

The Next Deal

FOR PAUL, THE FUTURE OF SPORTS REPRESENTATION COMES DOWN to a distinction he learned before he had any money to speak of: the difference between getting something and understanding what it cost to get it.

That is the distinction he says he is now trying to teach the athletes walking into his building, most of them barely out of their teens and suddenly worth more than the neighborhoods they grew up in. Making money young is common enough in professional sports. Understanding what to do with it is rarer, and that is the part he says the industry still gets wrong.

“All young players are gonna do young player things,” he said. “They’re going [to] buy the chains, they’re going [to] buy what’s in now, apparel and clothes. You have to let them flush all those things out. But you can’t go overboard.” What he tries to give them instead, he said, is taste.

“It doesn’t cost you a lot of money,” he said. “And if you have taste, it can carry you throughout. It’s a protector, in a lot of ways.”

The arithmetic behind that advice is blunt. “The average lifespan of an NBA player is four years,” he said. “So, what if you never get to the next contract? I always tell guys, take this rookie deal and divide it by the years you have left. That lets you know how much you really have, which is not much.”

Nowhere does he see that risk arriving faster than in NIL, the 2021 rule change that let college athletes get paid for their name, image and likeness while retaining their eligibility. To Paul, the money was never the danger.

“There’s always been some sort of compensation somewhere, throughout the course of collegiate sports,” he said. “That’s been probably the best-kept secret for the last 50 years.” His own entry point predates the rule by three years, a million-dollar internship he brokered with New Balance in 2018 for Darius Bazley, a top high school prospect who skipped college to take it. “That expedited NIL,” he said.

Paul is less worried about the college players navigating that distinction than about what is happening beneath them. NIL money is now reaching youth sports, before players have any framework for what to do with it.

“By the time kids get to where we’re at, if they develop these bad habits, we’re screwed,” he said. “Once these tiger stripes are painted, you can’t change it.”

That is why, of everything Klutch is building, Paul says the thing he is putting the most of himself into next is not a sport at all. It is the years before any of his clients would normally reach him.

“THESE GUYS JUST DON’T PLAY BASKETBALL OR PLAY FOOTBALL OR PLAY BASEBALL OR SOCCER... THEY’RE PEOPLE FIRST.”

“Youth sports is something that’s my next big thing in terms of really investing,” he said.

It comes with a warning attached, the same one he gives to every athlete who signs with him regardless of age. Klutch is not built to make anyone feel good about themselves.

“So, as you sign with us, it’s not for everybody,” he said. “It’s not gonna just be an ego stroke.”

Four Words

THIS SUMMER MARKED PAUL’S 24TH NBA DRAFT. IT ALSO MARKED the moment his industry watched him confirm, in four words, the most anticipated free agency decision in league history—where James would play next after eight seasons with the Los Angeles Lakers. When James finally decided on the Philadelphia 76ers, in the early hours of a Friday in late July, Paul texted the news to a group of stakeholders himself. “Congrats,” he wrote. “Sixers it is.”

James, 41, signed a $7.95 million contract with Philly for the next two seasons, but Paul is already prepared for the question that has followed him into every room since he first partnered with a teenager who would go on to become the NBA’s all-time leading scorer: What happens to Rich Paul once James is done playing? Paul says the way he built his business was designed for exactly that moment.

“Rich is going to continue doing even more than what he’s done before,” he said, “because I really feel like this is just the beginning for me.”

ALLEN BEREZOVSKY/GETTY; VICTORIA WILL; RONALD MARTINEZ/GETTY; EZRA SHAW/GETTY; MEG OLIPHANT/GETTY; JAMIE SQUARE/GETTY; JUSTIN CASTELLINE/GETTY; DUSTIN BRADFORD/GETTY

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CENTER COURT

Paul prefers to keep the spotlight on his clients, not his relationship with his fiancée, singer Adele, far left. He's represented LeBron James, bottom left, since 2012; other clients represented by him and his Klutch Sports Group include (clockwise from bottom left of inset) Draymond Green, A'ja Wilson, Folarin Balogun, Myles Garrett and Devin Williams.

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ILLUSTRATION BY OLEG BORODIN

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America's Best Plastic Surgeons 2026

GLP-1 Use Could Boost Risky US Plastic Surgery Demand

Weight-loss drugs are reshaping plastic surgery, with more patients seeking treatment for loose skin and volume loss

BY TANEIA SURLES AND EILEEN FALKENBERG-HULL

GLP-1 medications such as Ozempic, Wegovy and Zepbound have helped millions of people shed significant amounts of weight. But for many, the next step isn't losing more pounds—it's addressing the aesthetic changes that can follow rapid weight loss.

A recent study by Gallup found that Americans' use of GLP-1 injectables for weight loss has nearly quadrupled since 2024 with 11 percent of the 342 million U.S. inhabitants on a form of the medication.

That translates to more Americans taking GLP-1s than report smoking cigarettes, according to a 2024 National Health Interview Survey, which found that 9.9 percent of the population has the habit.

But along with all the health and cosmetic benefits of weight loss come some less desirable outcomes as well. Rapid weight loss can often leave excess skin and change a person's body shape.

The mainstream adoption of GLP-1s is expected to create a boon for the plastic surgery industry as people seek body-contouring procedures, such as tummy tucks (abdominoplasty), lower body lifts, arm lifts, thigh lifts and breast lifts or reshaping, to address loose skin and volume loss.

"When the patient loses 30+ pounds, the skin does not recoil, and post GLP-1 body contouring is a series of operative procedures

that help remove excess skin from the abdomen, breasts, arms and thighs, depending on the patient's specific condition," Ronald Rosso, MD, a plastic surgeon and medical director of Peninsula Plastic Surgery in Los Angeles, told Newsweek.

Body-contouring procedures are typically considered after a patient's weight has stabilized and are tailored to the amount of excess skin, overall health and individual goals.

Rosso said that even if only a small percentage of GLP-1 users pursue surgery, the sheer number of people taking the medications has fueled demand and will require plastic surgery practices to expand their capacity.

Dr. Ash Patel, a plastic and reconstructive surgeon at Duke Health agrees, saying, "The growing use of GLP-1 weight-loss medications is likely to increase demand for body contouring and facial rejuvenation procedures after significant weight loss."

Patel was part of a 2026 five-doctor study that found that using GLP-1 medication and then having contouring surgery is risky. "Our 552-patient study found that greater and faster preoperative weight loss was associated with higher complication risks after abdominal body contouring, especially among patients combining bariatric surgery with GLP-1 therapy. These findings underscore the need for stable weight, careful medical and nutritional assessment and individualized counseling before plastic surgery," he said.

READ MORE

Scan the QR code for the full ranking

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Methodology

A

merica's Best Plastic Surgeons 2026 awards the leading plastic surgeons in the U.S.

Plastic surgeons were awarded in six cosmetic surgery procedures: breast augmentation, eyelid surgery, facelift, liposuction, rhinoplasty and tummy tuck. For the online edition of the ranking, 240 plastic surgeons were awarded for breast augmentation, 235 for facelift and tummy tuck, 220 for liposuction, 215 for rhinoplasty and 180 plastic surgeons were awarded for eyelid surgery. In total, 576 individual plastic surgeons were awarded. The top 30 plastic surgeons in each cosmetic surgery procedure are ranked one to 30 and are featured in both print and online. The rest of the top plastic surgeons are sorted alphabetically and can be found online.

Plastic surgeons who exclusively offer reconstruction or nonelective reconstruction/correction were excluded from the survey. For the first time, plastic surgeons from the 25 U.S. states with the most plastic surgeons were included in the survey: Arizona, California, Colorado, Connecticut, Florida, Georgia, Illinois, Indiana, Louisiana, Massachusetts, Maryland, Michigan, Minnesota, Missouri, North Carolina, New Jersey, New York, Ohio, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and Wisconsin.

During the survey period from April to May 2026, thousands of medical experts with knowledge of plastic surgery (doctors/surgeons, plastic surgery clinic managers and medical professionals) were invited to an online survey in cooperation with Newsweek. Over 10,000 votes were collected and analyzed for each procedure.

Scoring Model

■ A score was calculated for each surgeon based on the number of recommendations, a quality assessment and relevant certification.

Recommendations

■ Participants were asked to name the leading plastic surgeons for each cosmetic procedure, both within and outside their respective states. The order in which recommendations were provided was relevant to the ranking (number one has the highest weight). Self-recommendations were not allowed and led to disqualification. Recommendations for each plastic surgeon were analyzed across the six cosmetic procedures. Each plastic surgeon was assigned a score based on the number of weighted recommendations. Recommendations constitute 80 percent of the overall score (45 percent in-state and 35 percent out-of-state).

Quality Score

■ For in-state recommendations, participants were asked to assess quality of care (e.g., consultation with doctor, complications, follow-up, outcome). For each recommended plastic surgeon, participants rated quality of care on a scale from one ("poor") to 10 ("excellent"). A quality score was assigned to each plastic surgeon. This score accounts for 15 percent of the total score.

Certification Score

■ The American Board of Plastic Surgery accreditation is a voluntary credential for plastic surgeons in the U.S. Plastic

surgeons must have completed appropriate training and passed oral and comprehensive written exams covering all plastic surgery procedures. Plastic surgeons receive five percent toward their total score if they have an ABPS certification.

The rankings are comprised exclusively of plastic surgeons that are eligible regarding the scope described in this document. The ranking is the result of an elaborate process which, due to the interval of data collection and analysis, is a reflection of the last 12 months. Furthermore, events preceding or following the period May 1, 2025 to May 31, 2026, and/or pertaining to individual persons affiliated/associated with the facilities were not included in the metrics. As such, the results of this ranking should not be used as the sole source of information for future deliberations. The information provided in this ranking should be considered in conjunction with other available information about plastic surgeons or, if possible, accompanied by a visit to the clinic. The quality of plastic surgeons that are not included in the rankings is not disputed.

■ Statista R is a world leader in the creation of company, brand and product rankings and top lists, based on comprehensive market research and data analysis: Statista R recognizes the best. With a team of over 100 expert analysts and in cooperation with more than 40 high-profile media brands across all continents, Statista R creates transparency for consumers and business decision-makers and helps companies build trust and recognition across a plethora of industries and product categories. Visit r.statista.com for further information about Statista R and our rankings.

■ Statista R is a division of Statista. The leading data and business intelligence portal provides an extensive collection of statistics, reports and insights on over 80,000 topics from 22,500 sources in 170 industries. Find out more at statista.com.

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America's Best Plastic Surgeons 2026

EYES HAVE IT

More than 2.1 million eyelid surgeries were performed in 2024, making it the most common surgical aesthetic procedure.

Breast Augmentation

1 William P. Adams Jr., MD DALLAS 2 Rod J. Rohrich, MD DALLAS 3 Adam R. Kolker, MD, FACS NEW YORK CITY 4 David Hidalgo, MD, FACS NEW YORK CITY 5 Dennis Hammond, MD GRAND RAPIDS, MI 6 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 7 Garth Fisher, MD BEVERLY HILLS, CA 8 Sanjay Grover, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 9 Ashkan Ghavami, MD BEVERLY HILLS, CA 10 Steven Teitelbaum, MD, FACS SANTA MONICA, CA 11 Alan Matarasso, MD, FACS, PC NEW YORK CITY 12 Bill G. Kortesis, MD, FACS CHARLOTTE, NC 13 Christopher K. Patronella, MD, FACS, FICS HOUSTON

14 Joseph M. Serletti, MD, FACS PHILADELPHIA & BRYN MAWR, PA 15 Leonard A. Roudner, MD, FACS CORAL GABLES, FL 16 Marc Liang, MD, FACS PITTSBURGH & WEXFORD, PA

Staying Power

of this year's Top 30 facelift surgery experts were ranked in the Top 30 in 2025.

17 Gaurav Bharti, MD, FACS CHARLOTTE, NC 18 Nolan Karp, MD NEW YORK CITY 19 Sacha Obaid, MD SOUTHLAKE, TX 20 John J. Corey, MD SCOTTSDALE, AZ 21 Evan Sorokin, MD CHERRY HILL, NJ 22 David A. Sieber, MD SAN FRANCISCO 23 Mary Gingrass, MD NASHVILLE, TN 24 Brian V. Heil, MD, FACS PITTSBURGH & WEXFORD, PA 25 David Stoker, MD, FACS MARINA DEL REY, CA 26 Christopher C. Chang, MD CHEVY CHASE & VIENNA, MD 27 Adam Schaffner, MD, FACS NEW YORK CITY 28 Nina S. Naidu, MD, FACS NEW YORK CITY 29 Steven Sigalove, MD, FACS PARADISE VALLEY, AZ 30 Steven M. Levine, MD NEW YORK CITY

Eyelid Surgery

1 Rod J. Rohrich, MD DALLAS 2 Alan Matarasso, MD, FACS, PC NEW YORK CITY 3 Foad Nahai, MD, FACS ATLANTA & HIRAM, GA 4 Glenn W. Jelks, MD NEW YORK CITY 5 Sherrell J. Aston, MD NEW YORK CITY 6 Bahman Guyuron, MD CLEVELAND 7 James M. Stuzin, MD BOCA RATON & MIAMI, FL 8 James Zins, MD BEACHWOOD, OH 9 David Hidalgo, MD, FACS NEW YORK CITY 10 Garth Fisher, MD BEVERLY HILLS, CA 11 A. George Volpe, MD, FACS BOSTON & NEWTON, MA 12 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 13 Jeffrey Kenkel, MD, FACS DALLAS & FRISCO, TX

UNAIHUIZIPHOTOGRAPHY/GETTY: STEFANAMER/GETTY

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Across the Board

5.9%

Only 34 of 576 (5.9%) of leading plastic surgeons were recognized across all six procedures.

11 Steven M. Levine, MD NEW YORK CITY 12 Foad Nahai, MD, FACS ATLANTA & HAWAII, GA 13 Julius W. Few, MD CHICAGO & SANTA MONICA, CA 14 Jeffrey Kenkel, MD, FACS DALLAS & FRISCO, TX 15 A. Jay Burns, MD DALLAS 16 David Hidalgo, MD, FACS NEW YORK CITY

17 Jay W. Calvert, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 18 Laxmeesh Mike Nayak, MD ST. LOUIS 19 A. George Volpe, MD, FACS BOSTON & NEWTON, MA 20 Garth Fisher, MD BEVERLY HILLS, CA 21 A. Peter Salas, MD, FACS, FACM WEST ORANGE, NJ & NEW YORK CITY 22 Benjamin Talei, MD BEVERLY HILLS, CA 23 George Bitar, MD FAIRFAX, CA 24 Alfonso Barrera, MD, FACS HOUSTON 25 Christopher C. Chang, MD CHEVY CHASE & VIENNA, MD 26 Sanjay Grover, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 27 Marc Liang, MD, FACS PITTSBURGH & WEXFORD, PA 28 Ashkan Ghavami, MD BEVERLY HILLS, CA 29 Paul N. Afroz, MD CORAL GABLES, FL 30 Brian S. Glatt, MD, FACS MORRISTOWN, NJ

Liposuction

1 Rod J. Rohrich, MD DALLAS 2 Ashkan Ghavami, MD BEVERLY HILLS, CA 3 Alan Matarasso, MD, FACS, PC NEW YORK CITY 4 David Hidalgo, MD, FACS NEW YORK CITY 5 Constantino Mendieta, MD, FACS MIAMI 6 A. Peter Salas, MD, FACS, FACM WEST ORANGE, NJ & NEW YORK CITY 7 Garth Fisher, MD BEVERLY HILLS, CA 8 Adam R. Kolker, MD, FACS NEW YORK CITY 9 Adam Schaffner, MD, FACS NEW YORK CITY 10 Bill G. Kortesis, MD, FACS CHARLOTTE, NC 11 J. Peter Rubin, MD, MBS, FACS PITTSBURGH 12 Rolando Morales, MD, PLLC HOUSTON 13 Sanjay Grover, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 14 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 15 Adam J. Oppenheimer, MD, FACS ORLANDO, FL 16 James Zins, MD BEACHWOOD, OH 17 Jeffrey Gusenoff, MD PITTSBURGH 18 Joseph M. Serietti, MD, FACS PHILADELPHIA & BIRTH MAWR, PA

14 Salvatore J. Pacella, MD, MBA, FACS SAN DIEGO 15 A. Jay Burns, MD DALLAS 16 Guy G. Massry, MD BEVERLY HILLS, CA 17 Andrew Jacono, MD, FACS NEW YORK CITY & GREAT NECK, NY 18 John E. Sherman, MD, FACS NEW YORK CITY 19 A. Peter Salas, MD, FACS, FACM WEST ORANGE, NJ & NEW YORK CITY 20 Christopher Zoumalan, MD, FACS BEVERLY HILLS, CA 21 Steven M. Levine, MD NEW YORK CITY 22 Sammy Sinno, MD CHICAGO 23 Steven Faglen, MD, FACS BOCA RATON, FL 24 Henry A. Mentz, MD, FACS HOUSTON 25 Adam R. Kolker, MD, FACS NEW YORK CITY 26 Gabriele C. Miotto, MD ATLANTA 27 Adam L. Basner, MD LUTHERVILLE-TIMONIUM, MD

28 Brett Kotius, MD, FACS NEW YORK CITY 29 Amy K. Alderman, MD, MPH, FACS ALPHARETTE, GA 30 Jay W. Calvert, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA

Facelift

1 Rod J. Rohrich, MD DALLAS 2 Timothy J. Marten, MD, FACS SAN FRANCISCO 3 James M. Stuzin, MD BOCA RATON & MIAMI, FL 4 Andrew Jacono, MD, FACS NEW YORK CITY & GREAT NECK, NY 5 Sherrell J. Aston, MD NEW YORK CITY 6 Alan Matarasso, MD, FACS, PC NEW YORK CITY 7 James Zins, MD BEACHWOOD, OH 8 Bahman Guyuron, MD CLEVELAND 9 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 10 Henry A. Mentz, MD, FACS HOUSTON

FACE FORWARD Facelifts are attracting younger patients, including Gen Xers, in the camera age.

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19 Sheila Nazarian, MD BEVERLY HILLS, CA 20 David Rapaport, MD NEW YORK CITY 21 David Stoker, MD, FACS MARINA DEL REY, CA 22 Mary Gingrass, MD NASHVILLE, TN 23 Brian S. Glatt, MD, FACS MORRISTOWN, NJ 24 Richard A. Bartlett, MD BROOKLINE, MA 25 Christopher K. Patronella, MD, FACS, FICS HOUSTON 26 Michael Zarrabi, MD BEVERLY HILLS & SANTA MONICA, CA 27 Samuel Lin, MD, FACS BOSTON 28 William P. Adams Jr., MD DALLAS 29 John E. Sherman, MD, FACS NEW YORK CITY 30 David A. Sieber, MD SAN FRANCISCO

Rhinoplasty

1 Rod J. Rohrich, MD DALLAS 2 Bahman Guyuron, MD CLEVELAND 3 Jay W. Calvert, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 4 Ashkan Ghavami, MD BEVERLY HILLS, CA 5 Dean Toriumi, MD CHICAGO 6 Aaron Kosins, MD NEWPORT BEACH, CA 7 Alan Matarasso, MD, FACS, PC NEW YORK CITY 8 Henry A. Mentz, MD, FACS HOUSTON 9 Sherrell J. Aston, MD NEW YORK CITY 10 Paul Nassif, MD, FACS BEVERLY HILLS & MISSION VIEJO, CA 11 James Zins, MD BEACHWOOD, OH 12 James M. Stuzin, MD BOCA RATON & MIAMI, FL 13 Richard G. Reish, MD, FACS NEW YORK CITY 14 David Hidalgo, MD, FACS NEW YORK CITY 15 Samuel Lin, MD, FACS BOSTON 16 Jason Roostaeian, MD LOS ANGELES 17 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 18 Andrew Jacono, MD, FACS NEW YORK CITY & GREAT NECK, NY 19 Adam L. Basner, MD LUTHERVILLE-TIMONIUM, MD 20 Mark G. Albert, MD NEW YORK CITY, BOSTON & SOUTHAMPTON, MA

BODY GOALS

Patients often combine liposuction with other cosmetic procedures to enhance results.

21 Ira D. Papel, MD, FACS BALTIMORE 22 Deepak Raj Dugar, MD BEVERLY HILLS, CA 23 Sammy Sinno, MD CHICAGO 24 A. Peter Salas, MD, FACS, FACM WEST ORANGE, NJ & NEW YORK CITY 25 Foad Nahai, MD, FACS ATLANTA & HAWAII, GA 26 Richard Zoumalan, MD BEVERLY HILLS, CA 27 Sam S. Rizk, MD, FACS NEW YORK CITY

Top Three States

With Most Awarded Plastic Surgeons

28 Marcelo Ghersi, MD CORAL GABLES, FL 29 Paul N. Afrooz, MD CORAL GABLES, FL 30 Christopher C. Chang, MD CHEVY CHASE & VIENNA, MD

Tummy Tuck

1 Ryan Neinstein, MD NEW YORK CITY 2 Rod J. Rohrich, MD DALLAS 3 Alan Matarasso, MD, FACS, PC NEW YORK CITY 4 Adam R. Kolker, MD, FACS NEW YORK CITY 5 A. George Volpe, MD, FACS BOSTON & NEWTON, MA 6 A. Peter Salas, MD, FACS, FACM WEST ORANGE, NJ & NEW YORK CITY 7 Ashkan Ghavami, MD BEVERLY HILLS, CA 8 Adam Schaffner, MD, FACS NEW YORK CITY 9 Al Aly, MD DALLAS 10 Louis P. Bucky, MD, FACS PHILADELPHIA & ARDMORE, PA 11 Peter William Thompson, MD ATLANTA 12 John Kim, MD, FACS CHICAGO 13 John E. Sherman, MD, FACS NEW YORK CITY

14 Albert Losken, MD, FACS ATLANTA 15 Christopher C. Chang, MD CHEVY CHASE & VIENNA, MD 16 Bill G. Kortesis, MD, FACS CHARLOTTE, NC 17 Rolando Morales, MD, PLLC HOUSTON 18 David Shafer, MD, FACS NEW YORK CITY 19 Gaurav Bharti, MD, FACS CHARLOTTE, NC 20 John L. Burns, Jr., MD DALLAS 21 Matt Novak, MD SOUTHLAKE, TX 22 Daniel Gould, MD, PhD BEVERLY HILLS, CA 23 William P. Adams Jr., MD DALLAS 24 Christopher K. Patronella, MD, FACS, FICS HOUSTON 25 Sanjay Grover, MD, FACS BEVERLY HILLS & NEWPORT BEACH, CA 26 Garth Fisher, MD BEVERLY HILLS, CA 27 Babis Rammos, MD, FACS PEORIA, IL 28 David Stoker, MD, FACS MARINA DEL REY, CA 29 J. Peter Rubin, MD, MBS, FACS PITTSBURGH 30 Sacha Obaid, MD SOUTHLAKE, TX

FENTON ROMAN/GETTY: WESTEND01/GETTY

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OVERVIEW

Indonesia

A New Blueprint for Prosperity

Social programs and trade engagement underpin Indonesia's growth.

Indonesian President Prabowo Subianto has set a target of 8 percent growth as the centerpiece of his economic agenda, with his government's spending plans central to that ambition. "Our social policies must expand productivity and produce growth," he said at the World Economic Forum in Davos. Programs such as free school meals, investments in cooperatives and nationwide medical checkups reflect Prabowo's policy priorities of food security and human capital development, alongside ambitions for energy self-sufficiency and greater trade integration.

That agenda rests on the foundation of fiscal discipline. The nation's economy has expanded at more than 5 percent annually for much of the last decade, unemployment continues to fall and the fiscal deficit remains under the 3 percent cap. "Indonesian fundamentals are strong because we maintain macroeconomic stability," says Coordinating Minister of Economic Affairs Airlangga Hartarto. "Inflation remains low and public debt stands at roughly 40 percent of GDP, well below the legal ceiling of 60 percent." In that context, the government's major initiatives complement the national development strategy through a focus on human capital. "Building

hospitals and education facilities is an investment, not simply expenditure," says Vice Minister of Finance Suahasil Nazara.

Key to that strategy is Danantara, the sovereign wealth fund Prabowo launched in 2025 to consolidate Indonesia's state-owned enterprises and direct capital toward priority industries. With assets exceeding $900 billion, Danantara is financing projects across renewable energy, digital infrastructure and resource downstream—extending Indonesia's long-standing push to process more of its raw materials and stimulate domestic industries. "Every major government initiative is designed to generate multipliers and build capacity," says Deputy Governor of Bank Indonesia Thomas Djiwandono. Critical sectors include nickel—a key input for electric vehicle supply chains—and palm oil, used across food, consumer

er goods and biodiesel production. Indonesia is the world's largest producer of both commodities.

The government has paired this domestic buildout with an expanding trade agenda. Indonesia signed a reciprocal trade agreement with the United States in February, reducing tariffs on many Indonesian exports and exempting others, while pursuing comprehensive economic partnership agreements with the European Union, Canada and other countries. Prabowo has emphasized the central role global engagement plays in Indonesia's long-term ambitions. "We believe trade is a tool for prosperity," he told Davos delegates. "We are determined to become a modern country, integrated with the global economy, providing good quality of life for its citizens, living free of poverty and hunger."

Through this combination of social investment, state-directed capital and global trade engagement, Indonesia is pursuing a goal to become a top-five economy by 2045—a trajectory it maintains despite the impact of geopolitical turbulence. "Regardless of broader global instability, Indonesia is positioning itself as ready to do business and cooperate," says Vice Minister of Trade Dyah Roro Esti Widya Putri. ■

VIEWPOINTS

"Indonesian fundamentals are strong because we maintain macroeconomic stability."

AIRLANGGA HARTARTO, COORDINATING MINISTER FOR ECONOMIC AFFAIRS

"Indonesia is positioning itself as ready to do business and cooperate."

DYAH RORO ESTI WIDYA PUTRI, DEPUTY MINISTER, MINISTRY OF TRADE

"Building hospitals and education facilities is an investment, not simply expenditure."

SUAHASIL NAZARA, VICE MINISTER, MINISTRY OF FINANCE

"Every major government initiative is designed to generate multipliers and build capacity."

THOMAS DJIWANDONO, DEPUTY GOVERNOR, CENTRAL BANK

FOCUS ON AKULAKU FINANCE

PERRY BARMAN SLANGOR, CEO AND PRESIDENT DIRECTOR, AKULAKU FINANCE

Akulaku is a digital consumer finance platform backed by MUFG and Ant International at a group

valuation exceeding $1.5 billion. In 2025, the company disbursed $439 million in new financing while growing profits by 66 percent. "We continue to operate in a market with strong and growing demand for accessible digital financing solutions," says President

Director Perry Barman Slangor.

With 48 percent of Indonesia's population unbanked and financing increasingly embedded in everyday transactions, Akulaku is expanding beyond Java. "This combination creates a unique opportunity for long-term participation

in the expansion of inclusive financial services," says Slangor. "For investors, Indonesia represents one of the most compelling digital credit markets globally." ■

Akulaku Finance

INDONESIA

CONTENT BY THE REPORT COMPANY

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INFRASTRUCTURE AND TRANSPORT

PT KERETA API INDONESIA (KAI)

Indonesia's World-Class Railway Operator

KAI is targeting modernization, network expansion and commodities transportation as routes to growth.

PT Kereta Api Indonesia (KAI) is one of Southeast Asia's most significant rail operators, carrying more than 503 million passengers annually across its network—a figure that swells dramatically at peak times such as Eid, when more than 60 million passengers travel over the period.

Under President Director Bobby Rasyidin, priorities include network modernization,

capacity increase and expansion. "In Europe, you calculate demand and then create capacity. In Indonesia, build it and they will come. That is why our priority is expanding the network," he says.

Also prominent is a push to grow KAI's position in commodities. A key opportunity lies in Kalimantan, where vast coal reserves require extraction and transport, and the company is currently exploring greenfield railway options. "We need to extract and transport around 300 to 400 million pounds per year," says Rasyidin. "The only way is rail."

With a background in industrial technology, Rasyidin brings a transformation-focused lens to those goals. International partnerships—bringing investment, technology and operational efficiency—are central to KAI's strategy, while the company is engaging with global technology firms to develop local industry, including locomotive manufacture. ■

FAST FACTS

• ■ 32.4m customers served during 2026 Eid al-Fitr transportation.
• ■ 61.8m seats available, up 5.4 percent year on year.
• ■ 1,044 special crossing officers on standby to strengthen travel safety.
• ■ 1.3m customers per day use the Jabodetabek commuter service.
• ■ Capacity expansion towards 2m commuter customers per day by 2030.
• ■ Supporting national logistics through coal, commodity and container transportation.

ppid.kai.id

INTERVIEW

MR. BOBBY RASYIDIN, PRESIDENT DIRECTOR AT PT KERETA API INDONESIA (KAI)

President Director Bobby Rasyidin discusses modernizing Indonesia's rail network, opportunities for growth and why international partnerships are central to KAI's long-term ambitions.

Q: How has your leadership helped shape the company? From day one, I saw a major opportunity. First, how to elevate KAI into a world-class operator. Second, how to enhance our position in commodities transportation. My focus has been to fine-tune, not redefine, the company roadmap by integrating these two goals.

"Our modernization focus includes signaling, telecommunications, electricity and train modernization."

Q: What are your current strategic priorities? In Java, a priority is modernizing existing networks, especially in Jabodetabek. The Jakarta commuter line carries about 1.3 million passengers per day. Our modernization focus includes signaling, telecommunications, electricity and train modernization to anticipate demand growth. By 2030, we anticipate around 2 million daily passengers. Another priority is expanding the network. Coverage

currently reaches Cikarang, and there has been demand to extend further east, south and west. For Java intercity services, we also plan to re-activate around 2,000 kilometers of inactive lines.

Q: Where do you see opportunities for growth?

Rail's penetration in Indonesia is still very low, especially for commodities. In Java, container volumes are around 20 million TEUs annually, but we carry less than 300,000. This is significant room to grow, and we must develop logistics networks in Java.

"Indonesia's economic stability is very strong today."

Q: What scope does that create for international partnerships?

We need partners who can bring investment, technology and operational improvements, especially efficiency. Logistics costs in Indonesia are among the highest in the world, around 16 percent of GDP. We ran simulations: if we increase rail's logistics share from 1.5 percent to around 20 percent, logistics costs in Java could drop significantly. That would help local industry and improve Indonesia's competitiveness.

Q: Why is now the moment for investors to consider Indonesia?

Indonesia's economic stability is very strong today despite global crises, conflicts and economic volatility. Growth is stable. Consumption behavior is also changing: younger Indonesians are spending more on leisure and tourism. ■

INDONESIA

CONTENT BY THE REPORT COMPANY

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FOCUS ON JASA MARGA

Shifting from Infrastructure to Infraculture

Toll road giant Jasa Marga is using data and innovation to transform mobility in Indonesia.

Jasa Marga manages 1,294 kilometers of toll roads that handle 1.3 billion vehicle passages annually, placing it among Southeast Asia's largest highway operators. Under President Director Rivan Achmad Purwantono, that network is the foundation for a new model that goes beyond simple transportation: "We are moving to something broader, which I call 'infraculture'," says Purwantono. The goal is a practical one: a toll road that actively shapes how people move, behave and spend has greater value, both commercially and strategically. "The opportunity is not just to build roads; it is to build connectivity and behavior simultaneously," he adds.

Delivering that ambition is predicated on investment in technology. Jasa Marga operates Indonesia's most advanced transport command center, managing the full network through its Intelligent Transport System, which is equipped with 3,500 smart cameras capable of real-time traffic analysis. During peak periods such as Lebaran, the center drives key decisions on contraflow and one-way systems across Java. "We do not simply take traffic as a given," says Purwantono. "We create and control it." The Indonesian Police

and the Ministry of Transportation now use Jasa Marga as a reference point—a marker of how far the company's operational influence has extended beyond road management.

That same ecosystem also benefits consumers through Travoy, Jasa Marga's proprietary app. Users can stream live camera feeds directly from the company's network, which delivers a more responsive and accurate picture of road conditions than third-party apps. The platform also offers roadside assistance, incident alerts, rest area information and e-toll top-up services, recording more than 26,000 daily transactions during the last Lebaran period. Predictive departure recommendations are also in development.

While the focus is on utility, the strategy behind the app is

grounded in commercial objectives: "When people feel informed and comfortable, they use the road more," says Purwantono. "Usage data also allows us to build targeted programs for customers in partnership with banks and other platforms," he adds, noting that Jasa Marga is already working with Mandiri and BCA.

Java's toll network still has significant gaps, and Jasa Marga's growth strategy is built around addressing them. The company is expanding its network while simultaneously deepening its technology base—moving from card-based to server-based payment systems and building out data infrastructure. In both areas, Jasa Marga is benchmarking against U.S. and U.K. models and actively seeking international partners. "Our data infrastructure, logistics tracking capabilities and the Travoy platform all represent partnership opportunities with real commercial upside," says Purwantono.

That reflects Jasa Marga's wider ambitions for what the toll road network can deliver, both in terms of optimizing performance for business and

"The opportunity is not just to build roads; it is to build connectivity and behavior simultaneously."

RIVAN ACHMAD PURWANTONO PRESIDENT DIRECTOR, JASA MARGA

as a driver of national development. "Investors looking at Indonesia understand that logistics speed and security improve dramatically on toll roads, and that creates a compelling case for industrial area development alongside highway infrastructure," says Purwantono. "Toll roads in Indonesia are no longer purely about moving vehicles. They are catalysts for industrial development." ■

INDONESIA

CONTENT BY THE REPORT COMPANY

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FINANCE AND TECHNOLOGY

FOCUS ON PT ASKRINDO

Askrindo: Securing Indonesia's Growth and Resilience

Askrindo is expanding its mandate to support economic growth at every level in Indonesia.

PT Askrindo, Indonesia's state-owned credit insurer and guarantor, has spent more than five decades supporting the country's micro, small and medium enterprises (MSMEs). Under President Director Fankar Umran, the company is now pursuing a broader mandate. "My vision is to reposition Askrindo as an enabler of economic growth and economic resilience for Indonesia as a whole," he says.

That ambition is structured around a three-pillar strategy: government credit programs, corporate and state-owned enterprises (SOEs) and retail and micro-business. The first pillar remains central to Askrindo's mission. The government's People's Business Credit program underpins a segment that contributes approximately 61 percent of Indonesia's GDP—with Askrindo as its backbone. The expansion into corporates and SOEs reflects the company's growing role in national strategic projects, while the retail pillar ensures Askrindo remains close to the types of businesses it was founded to serve. "By ex-

panding into all three pillars, we can support not just small businesses but all economic activity in this country," says Umran.

No other insurance company in Indonesia plays as significant a role in the economy as Askrindo. Since its initial launch in 2007, Askrindo has backed Kredit Usaha Rakyat (KUR) with a total value of more than IDR 1,100 trillion, equivalent to approximately $65 billion. In 2025 alone, the firm backed the channeling of more than IDR 100 trillion (around $6.5 billion) in financing to MSMEs, while supporting approximately IDR 270 trillion (around $15

"I want Askrindo to be seen as a pillar supporting growth at every level."

FANKAR UMRAN, PRESIDENT DIRECTOR, PT ASKRINDO

billion) in counter bank guarantees for national strategic and infrastructure projects. "This dual role is one of Askrindo's strongest strategic competitive advantages: supporting millions

President Director Fankar Umran. Photo: PT Askrindo

of MSMEs at the grassroots level while also backing large-scale national strategic projects," says Umran. "I want Askrindo to be seen as a pillar supporting growth at every level."

That support is crucial for international investors. Indonesia's economy grew 5.1 percent in 2025, and the government is advancing programs across green energy, food security and lower-income economic development, creating diverse investment opportunities. For foreign companies entering the market, Askrindo's role is to strengthen the local partnerships on which those investments depend. "Global investors need to understand that Askrindo is here to help them succeed in Indonesia," says Umran. That's delivered through support for the local partner, whether as credit, a bank guarantee or insurance coverage. "By strengthening local counterparts, we effectively underwrite the entire investment relationship."

In a competitive market, Askrindo holds a unique advantage. No other Indonesian institution combines general

non-life insurance and guarantor functions at meaningful scale—a combination that holds significant benefit in a country where no project can break ground without a bank guarantee. While a company going directly to a bank may need to post 100 percent cash collateral, through Askrindo that requirement can fall to as little as 10 percent. "That is a structural advantage for anyone building in this country, whether domestic or foreign," says Umran.

Those advantages sit within a broader investment environment built on national ambition—and shaped by international partnerships. "The opportunities are open, they are structured around government priorities that carry institutional backing, and the timing is optimal because the foundation is being laid now," says Umran. "Come to Indonesia, identify your local partner, and Askrindo will be ready to support you." ■

Askrindo's board of directors. Photo: PT Askrindo

INDONESIA

CONTENT BY THE REPORT COMPANY

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FINANCE AND TECHNOLOGY

PT PEGADAIAN

Pegadaian's Gold Ecosystem Takes Shape

Indonesia's only designated gold bank is using technology and partnerships to drive financial inclusion.

PT Pegadaian was founded in 1901 as a state pawnbroker, operating as a monopoly for most of its existence. By 2017, that market dominance prompted President Director Damar Latri Setiawan to reshape the group's model and organizational culture. A digital overhaul followed, and in 2025 the company recorded growth of 42 percent, supported by rising gold prices and a broader customer base. "More customers

can now access our services conveniently," says Setiawan, "and our people are fully aligned with this shift."

"More customers can now access our services conveniently."

The company's rapid growth has created demand for outside capital. A deal with Japanese bank SMBC is already in place, and now the firm is seeking additional partnerships. "We would welcome similar investment from U.S. and other investors," says Setiawan. "Global partners who bring complementary capabilities in financial security or digital infrastructure would find a natural fit here."

Around 90 percent of Pegadaian's collateral is gold, and the company is building a full ecosystem around the metal. In 2025, it became the only institution in Indonesia formally designated as a gold bank, offering savings and deposits, working capital loans, trading and custody under one roof. A subsidiary manages the full supply chain, from raw material through to minting and purification.

That reflects the company's wider network. Since 2021, Pegadaian has operated within the Ultra Micro holding alongside state lender BRI and microfinance institution PNM. The arrangement gives Pegadaian access to BRI's branches and balance sheet, while BRI and

DAMAR LATRI SETIAWAN, PRESIDENT DIRECTOR, PT PEGADAIAN

PNM customers gain access to Pegadaian's products. "Our network is the foundation," says Setiawan. "MSMEs choose Pegadaian because access is fast, requirements are minimal and financing is affordable." ■

Photo: PT Pegadaian

ELITERY

Architecting the Digital Future

How leading provider Elitery mastered managed cloud, cybersecurity and the new era of agentic AI.

KRESNA ADIPRAWIRA, FOUNDER AND PRESIDENT DIRECTOR, ELITERY

Founded in 2011 as an independent data center operator, Elitery has evolved with market demand—first into cloud managed services in 2017, partnering with AWS and Google Cloud, then adding powerful protection against digital threats with cybersecurity, and now into managed agentic AI services. "We're building tools to help enterpris-

es deploy, govern and manage AI agents running autonomously across their operations," explains Founder and President Director Kresna Adiprawira.

Elitery acts as a strategic digital architect, managing complex hybrid environments to slash enterprise cloud waste by up to 30 percent while guaranteeing zero downtime. The company combines top-tier global credentials, including Google Cloud MSP status—held by fewer than 70 companies worldwide—with a proven track record of driving mission-critical digital transformation. By embedding compliance-certified, AI-powered cybersecurity into every deployment, Elitery proactively neutralizes threats in real time.

"For investors, I want Elitery to be understood as a company with institutional-grade service delivery, deeply embedded client relationships and a proven model that can be replicated across markets," says Adiprawira. "We're not reinventing anything, we're taking what we've built and expanding its footprint."

As the global tech landscape shifts from generative to autonomous agentic AI, Elitery

is expanding the boundaries of managed services by capturing the crucial AI layer that runs on top of traditional cloud infrastructure. This strategic pivot coincides with a convergence of tailwinds in Southeast Asia: government digitalization mandates, a rapidly maturing startup ecosystem and multi-billion-dollar infrastructure commitments from hyperscalers. "Indonesia has an experimental culture that is genuinely well suited to this moment in AI development," notes Adiprawira. ■

elitery.com

INDONESIA

CONTENT BY THE REPORT COMPANY

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DEFENSE

PT REPUBLIK KORPORA INDONESIA (REPUBLIKORP)

Security Through Innovation

How REPUBLIKORP is shaping Indonesia's defense capability.

Established in 2013 by Founder Norman Joesoef, PT Republik Korpora Indonesia (REPUBLIKORP) has grown into a cornerstone of Indonesia's defense ecosystem. Closely aligned with national security priorities, the company develops advanced land, naval, aerospace and cyber systems with a focus on strengthening long-term national capability in pursuit of a wider goal: "Our aspiration is to serve and protect the country," Joesoef says.

"Our aspiration is to serve and protect the country."

CHAIRMAN AND FOUNDER, PT REPUBLIK KORPORA INDONESIA (REPUBLIKORP)

This vision is reflected in REPUBLIKORP's strategic international collaborations. A key milestone is the partnership with leading Turkish defense companies Baykar Makina and Roketsan, formalized through two joint venture agreements. The signing of the agreements, witnessed by President Prabowo Subianto and President Recep Tayyip Erdoğan, highlights both nations' commitment to strengthening defense capabilities through local manufacturing and technology transfer. The agreement between Baykar Makina and REPUBLIKORP focuses on establishing a joint venture company for the production, assembly and maintenance of advanced UAV systems in Indonesia.

This initiative aligns with REPUB-

LIKORP's broader global strategy. A landmark $7-billion agreement with the UAE's EDGE Group, signed in November 2025, further reinforces this direction. The deal includes technology transfer, co-development initiatives, localized production and the modernization of Indonesia's armed forces.

"The co-creation model is a strong example for countries trying to catch up in technology and infrastructure," Joesoef notes. "It puts the country on the map and places the company on the global stage."

Guided by Indonesia's values of togetherness and consensus-driven decision-making, REPUBLIKORP maintains a strong collaborative approach. At the same time, the rapidly evolving nature of modern warfare underscores the importance of continuous innovation at the core of its strategy. "What we will face in the next five years will be completely different from what we faced three or four years ago," Joesoef says.

That extends to ambitions in spaceport development, where Joesoef sees significant opportunity for U.S. partnerships. "We have a short distance to orbit, which can improve commercial efficiency," he explains. "That final frontier can be addressed and explored further between the U.S. and Indonesia." ■

www.republikorp.com

INTERVIEW

CHAIRMAN AND FOUNDER, REPUBLIKORP

Against a backdrop of shifting geopolitics, REPUBLIKORP's founder outlines his strategy for growth and Indonesia's advantages as a partner in the defense sector.

Q: How has REPUBLIKORP evolved under your leadership?

Over the last five years, the global landscape, especially in defense, has changed significantly. We are operating at the right moment, with the right geopolitical backdrop.

The key is to adapt faster, learn more and avoid a business-as-usual mindset. We focus on understanding the details: what is happening, what is changing and what is needed. Then we innovate on the correct path, efficiently, economically and with maximum effectiveness.

"We are operating at the right moment, with the right geopolitical backdrop."

Q: How significant is the agreement with EDGE Group for REPUBLIKORP's future?

The contract is mutually beneficial. There is investment in infrastructure, human resources, people-to-people connections and much more. It is a spectacular model. Cooperation between emerging markets and developed markets should happen more often.

Q: Where do you see scope for collaboration with U.S. partners?

Indonesia's demographic bonus and growing human resources, along with a population close to 300 million, create strong interest on both sides. From a supply chain and distance perspective, partnerships in Indonesia provide a strong industrial backbone in the Asian theater, whether or not conflict occurs. That reduces logistical burdens, including moving equipment. ■

INDONESIA

CONTENT BY THE REPORT COMPANY

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CULTURE

HIGH, LOW + EVERYTHING IN BETWEEN

MOVIES

A NEW KIND OF FINAL GIRL

Gillian Anderson and Hannah Einbinder reclaim the slasher in a new era

H. ALAN SCOTT

→ IT'S NO SURPRISE THAT HORROR FILMS ARE OFTEN ALLEGORIES for larger societal issues, like racism with Get Out or male entitlement with Curry Barker's recent Obsession. But rarely does the final girl, the last woman standing to confront the killer, get a redemption story of her own. That changes with Jane Schoenbrun's Teenage Sex and Death at Camp Miasma.

"I think just the genre ambiguity, the fact that it is not totally categorizable in one way," Hannah Einbinder told Newsweek about what drew her to the project. "The way that it uses horror slasher tropes to ultimately be something that is empowering is just cool. I hadn't seen anything like it."

Einbinder plays Kris, a director of a new installment in a popular slasher franchise, who is determined to cast the final girl from the original movie, Billy (Gillian Anderson), reclaiming a male-dominated franchise through her. As Kris pushes, Billy attempts to woo the director, and the two undergo a psychosexual exploration in what will almost certainly be the most unique film you see this year.

Anderson said the impact was apparent the moment she walked onto the set.

"It's one thing to read something on the page," she said. "And then there's another thing, stepping onto a set that has been so perfectly production designed... There's a meta aspect of it that I don't even think I anticipated."

For Anderson, the film's reach goes beyond genre. "I feel like it speaks to so many different subsections of humanity," she said. "I see it as being very unifying. It's not a small thing."

Horror has long reflected real-world problems, but for decades those stories were largely told through a male lens. Films like A Girl Walks Home Alone at Night, The Babadook and The Substance have expanded the conversation, creating space for filmmakers the industry rarely made room for before. Camp Miasma is a thrilling addition, deeply referential to a genre Schoenbrun clearly loves while building a queer, female-led story on a structure horror fans know by heart.

Anderson's Billy is a not-so-subtle descendant of Sunset Boulevard's Norma Desmond, an outcast in her industry for the offense of aging. Billy waited for a sequel worth making, and by the time one arrived, Hollywood had decided she was too old for it. Unlike Sunset Boulevard, Camp Miasma sends someone up the road who sees a woman with potential instead of a relic.

If anyone understands a role that threatens to define a career, it's Anderson, who has spent decades refusing to let X-Files' Dana Scully dictate her choices.

"I have a very intimate relationship with it, but at the same time I do sometimes feel as if they're talking about something that is over there," she said of her fan base from the sci-fi show. "But I think that's healthy."

As so much of the film is about the final girl, the question had to be asked: Who was their all-time favorite?

"I have to say that my scream queen final girl is Carrie," Einbinder said, referring to Brian De Palma's 1976 film based on the Stephen King novel. Sissy Spacek's Carrie took matters into her own hands, telekinetically leveling everyone in her path. That she was dreamed up by men is exactly the point. Camp Miasma hands the trope back to the woman who lived it. R

H. Alan Scott is a Newsweek senior editor and host of The Parting Shot podcast. Follow them everywhere @HAlanScott

42 | NEWSWEEK.COM

AUGUST 21, 2026

MUB1

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Skin in the Game

The Tiger King filmmaker finds himself inside the story

► Eric Goode and his producing partner Jeremy McBride have made a run of hit documentaries about what happens when humans get a little too into certain animals. With Netflix's Tiger King and HBO's Chimp Crazy, Goode explored the personalities behind the obsessions.

Now, with Monsters of God (HBO), Goode turns to exotic reptiles and the people who smuggle them in his most personal series yet. Goode, a turtle conservationist, comes to realize he is not only observing. He's also part of the problem.

"I've been a reptile guy my whole life," Goode said. "I was closeted for many years to my constituents, if you want to call it that, in New York City."

Goode built a career as a nightlife impresario, restaurateur and hotelier. Many tortoises accompanied him, to the confusion of nearly everyone who visited his New York loft. One exchange has stuck with him for 40 years, from when Andy Warhol interviewed him.

"He asked me, 'Gee, what are you going to do with all the money you're making, Eric?' And I said, 'I'm going to buy tortoises that I really like.' And he said, 'Tortoises. Gee. Tortoises.''

The series traces the popularity of reptiles in 20th century zoos and how that interest created a boom in reptile ownership and rival international kingpins racing to cash in on smuggling them.

Goode embraces an informal style of filmmaking. On Tiger King, the crew was just two people. "This is not a recipe for success in the film industry," he said.

But what it buys is access. "I knew the reptile people because I'm one of them," he added, which made the conversations in Monsters of God easier. "It takes one to know one."

"EVERYONE'S PARTIALLY A VILLAIN, AND EVERYONE'S PARTIALLY A GOOD GUY."

For McBride, Goode's history is what drives the creative.

"He's made choices...which makes him no different from some of our characters," he said. "That gives it this incredible authenticity."

"I have a level of hypocrisy in me, and I never want to make myself look like I'm better than these people," Goode said. "Everyone's partially a villain, and everyone's partially a good guy."

"I think the monsters of God are really us, right?" he said, of the title, based on a book by his friend David Quammen. "Not so much the reptiles. We're the monsters." —H. Alan Scott 12

ROBBY KLEIN/GETTY IMAGES FOR IMDB: HBO MAX [2]

NEWSWEEK.COM | 43

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CULTURE

FESTIVALS

PARKED TOO LONG

Lollapalooza, originally a touring roadshow, has been parked in Chicago since 2005, and lately it shows. Coachella mints viral moments by lunch, while Lollapalooza just sort of happens. The lineups are still stacked, so the problem isn't talent. It's that the festival gave up the one thing that made it singular: the tour. Imagine Charli XCX, The Smashing Pumpkins and Olivia Dean rolling into a new city every week. Now that would be wonderfully insane, in the best way.

TELEVISION

KILLER CLASS

Bret Easton Ellis writes like he was engineered for Ryan Murphy, so of course Murphy is adapting The Shards for FX. The semi-autobiographical thriller follows Los Angeles prep school seniors and the serial killer that detonates their final months before graduation. Ellis builds the world, all privilege and dread. Igby Rigney, Homer Gere, Kaia Gerber and Hayes Warner star. Expect suspense. Expect sex. Expect murder.

“WE HOPE THAT MUSIC CAN BE APPRECIATED AND LOVED FOR WHAT IT IS, WITHOUT BEING DIVIDED BY REGION OR LANGUAGE.”

BTS

THE REGISTER

WHAT'S ON OUR RADAR THIS WEEK

CELEBRITY

GRANDE EXIT

This was supposed to be Ariana Grande's moment: a new album mid-Eternal Sunshine tour, music the main event. Instead, the conversation was about her body. Grande announced she is “taking a step back from visibility,” citing “endless, ongoing public scrutiny,” and exiting the West End's Sunday in the Park with George. An artist released an album. We talked about her weight instead. Can't we have anything nice?

MUSIC

NO LABELS

BTS withdrew from Grammy consideration after the Recording Academy announced a new award for Best Asian Pop Music Performance. “We hope that music can be appreciated and loved for what it is, without being divided by region or language,” the South Korean group wrote on Instagram. The category arrived just after the release of Arirang, the band's first album in years following the members' completion of military service. The timing made the move all the more significant.

TRENDS

THE MAN BAG WON

Men have spent decades inventing names for a purse rather than carry one. Satchel. Messenger. Anything but the word. This summer, the workaround is collapsing. Heated Rivalry stars Connor Storrie and Hudson Williams were shot around Toronto with bags slung across their chests. Harry Styles, Jacob Elordi and David Beckham have all been snapped carrying, too. Erling Haaland turned up at the World Cup with a Birkin. Count the bags at your end-of-summer party.

44 | NEWSWEEK.COM

AUGUST 21, 2026

JOSEPH OKPAKO/WIREIMAGE; ROBIN SALVATORE/GC IMAGES; JUSTIN SETTERFIELD/GETTY; MICHAEL KOVAC/GETTY IMAGES FOR AF; RAY MICKSHAW/FX

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CONTENT BY ONE WORLD MEDIA | MONGOLIA 2026 |

The Rise of Modern Mongolia

A new generation of Mongolian companies is reshaping the country's economic narrative, demonstrating that innovation, technology and manufacturing can stand alongside mining as powerful drivers of growth and international investment.

Long associated with vast mineral wealth and endless grasslands, Mongolia is entering a new chapter of economic development. While mining continues to underpin the economy, a more diversified growth story is emerging—one driven by technology, healthcare, financial innovation and modern manufacturing. Supported by a young, digitally connected population and a strategic location between two of the world's largest economies, the country is increasingly positioning itself as an attractive destination for investors seeking opportunities beyond traditional resource industries.

Tourism is playing an important role in reshaping that international perception. Growing numbers of visitors are discovering not only Mongolia's dramatic landscapes, nomadic heritage and unique cultural traditions, but also a modern capital city where digital payments are ubiquitous, entrepreneurship is flourishing and businesses are embracing innovation at remarkable speed. For many first-time visitors, the contrast between Mongolia's centuries-old traditions

and its rapid technological adoption is one of the country's defining characteristics.

That same balance between heritage and innovation is becoming increasingly evident across the private sector. Companies that were founded during Mongolia's transition to a market economy have matured into sophisticated enterprises, while a new generation of technology businesses is beginning to export products, expertise and intellectual property across Asia. Rather than competing solely on cost, many are building competitive advantages through research, advanced manufacturing, artificial intelligence and locally developed solutions designed for regional markets.

Digital infrastructure has become one of the foundations of this transformation. Once focused primarily on expanding connectivity across one of the world's most sparsely populated nations, the sector is now enabling cloud computing, artificial intelligence, digital finance and next-generation business services. "Our focus is how we can contribute to Mongolian society," said Mobicom CEO Yasuhiro Ochi, reflecting a broader philosophy shared by many

business leaders who see technology as a catalyst for long-term national development rather than simply commercial success.

Financial technology is creating another engine for growth. Mongolia's high levels of digital adoption, widespread banking penetration and rapidly expanding cashless economy have created fertile conditions for innovation in financial services. Local fintech firms are increasingly looking beyond domestic borders, exporting technology platforms and expertise to neighboring markets while helping improve financial inclusion at home. "We want to create something that demonstrates Mongolia can be recognized globally through technology, innovation and talent," said AND Global Group CEO Khos-Erdene Baatarkhuu.

Healthcare and advanced manufacturing are also becoming increasingly important contributors to economic diversification. Drawing on decades of pharmaceutical research, traditional medicine and modern production capabilities, Mongolian companies are developing proprietary products aimed at regional and international markets. Significant investment in research and development, combined with internationally recognized manufacturing standards, is creating opportunities that extend well beyond the country's borders. "The last 36 years were about succeeding in Mongolia. Now it's time to use that experience to go beyond our borders," said MONOS Group CEO Anand Khurelbaatar.

These ambitions are supported by a business community that increasingly views partnerships as essential to future growth. Rather

than simply exporting products, many companies are seeking joint ventures, technology transfer agreements, research collaborations and long-term strategic investors capable of accelerating regional expansion. The emphasis is on building sustainable relationships that combine local market knowledge with international expertise.

As Mongolia continues to diversify its economy, its competitive advantages are becoming clearer. A youthful workforce, rapidly improving digital infrastructure, abundant natural resources and an entrepreneurial private sector are creating an ecosystem that is both dynamic and increasingly outward-looking. Combined with a tourism sector that is introducing more international visitors to the country each year, these developments are steadily reshaping Mongolia's global image—from a resource-rich frontier market into an emerging center for innovation, advanced manufacturing and regional business opportunity.

From Mongolia to Southeast Asia

AND Global is transforming Mongolia's fintech landscape by combining AI-driven financial technology with inclusive lending solutions, building a regional footprint that is helping position the country as an emerging source of innovation and investment opportunity.

Beyond Borders

AND Global is demonstrating how a Mongolian technology company can compete on a regional stage, combining fintech innovation with a commitment to financial inclusion. Founded in 2015, the company began by addressing a challenge common across emerging markets: providing access to finance for individuals and small businesses that often lack the collateral required by traditional lenders. Through Mongolia's first digital lending and fintech platform, LendMN, AND Global has helped expand financial access while building a foundation for broader technological innovation.

Today, the company operates two complementary business lines. Alongside its lending activities, AND Global has developed a suite of fintech solutions powered by artificial intelligence, including credit scoring, intelligent document processing, and end-to-end lending systems that support the entire customer journey, from onboarding to debt collection. These solutions have enabled the company to expand beyond Mongolia, establishing a presence in 11

countries across Asia and building relationships with financial institutions seeking more efficient and inclusive digital services.

"We want to create something that not only succeeds as a business but also demonstrates that Mongolia can be recognized globally through technology, innovation, and talent," said Group CEO Khos-Erdene Baatarkhuu. That ambition has shaped the company's growth strategy from the outset. "We gathered all of our know-how, expertise and experience and

turned it into products that can help other institutions and markets," he said.

Growth Through Partnership

A defining milestone came with the successful completion of a Series B funding round led by IFC, a member of the World Bank Group, alongside Japan's AEON Financial Service. The achievement positioned AND Global among Mongolia's most successful startup ventures and underscored growing international confidence in the country's technology sector.

Partnerships with organizations such as Marubeni Corporation, SBI Holdings, Microsoft, Standard Chartered Bank, and AEON Financial Services, have been a cornerstone of AND Global's growth. By working alongside global investors, multinational corporations, and regional industry leaders, the company has been able to accelerate its expansion while refining solutions tailored to local market needs. Rather than simply delivering software, AND Global focuses on collaborative partnerships that combine technology, expertise, and market insight to create sustainable value for all stakeholders.

That approach is guiding the next phase of expansion. While continuing to strengthen its position in digital lending, particularly for micro and small businesses, AND Global is extending its technology solutions beyond financial institutions into new sectors where embedded finance and AI-driven services can improve customer experiences. The company is also exploring future public listing opportunities as part of its long-term growth ambitions.

With a growing regional footprint, proven technology, and a strong appetite for innovation, AND Global is positioning itself as one of Mongolia's emerging technology champions. "We are very hungry," Khos-Erdene said. "We want to build something unique, create value, and put Mongolia firmly on the global map."

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Beyond Connectivity

Nearly three decades after introducing mobile communications to Mongolia, Mobicom is redefining what a telecommunications company can be. Having built much of the country's digital backbone, the company is now evolving into a technology platform that connects businesses, powers financial services and develops digital solutions designed to solve uniquely Mongolian challenges.

More Than a Telecom Operator

When Mobicom launched in 1996, it employed just 17 people. Today, the company has grown to around 1,900 employees and serves more than 1.8 million subscribers in a country of roughly 3.5 million people. Its journey closely mirrors Mongolia's own digital transformation.

Yet the company no longer sees telecommunications as its destination. "Our focus is becoming a technology company," said CEO Yasuhiro Ochi. "We want to provide a digital platform and create new businesses together with our partners."

That shift reflects a broader strategy. Rather than measuring success simply by network coverage or subscriber numbers, Mobicom increasingly measures its contribution by the services and ecosystems it enables across Mongolia's economy.

Building a Network Against the Odds

Creating nationwide connectivity in Mongolia requires overcoming challenges few operators elsewhere encounter. Mobicom has invested in more than 63,000 kilometers of fiber-optic infrastructure and operates over 2,000 base stations across one of the world's most sparsely populated countries. Reaching remote communities often means installing radio towers on mountain peaks, where engineers must climb through snow during winter to repair equipment or refuel backup generators after power failures.

Those conditions have also encouraged innovation. The company has introduced solar-powered sites where possible and is increasingly experimenting with wind gen-

generation to improve reliability in isolated locations. Rather than slowing development, Mongolia's geography has become a catalyst for engineering new solutions.

Innovation has been equally consistent across mobile technology. Mobicom introduced the country's first 2G, 3G, 4G and 5G services, continuing a pattern of technological firsts that has defined the business for nearly thirty years. Perhaps the biggest surprise for overseas visitors is performance itself. "If you run a speed test, sometimes it's faster than Tokyo," Ochi said.

Becoming Mongolia's Digital Platform

Connectivity is now only one layer of a much broader ecosystem. The company pioneered Mongolia's first e-commerce platform before expanding into digital payments, which today serve around 1.5 million users. In a country that has rapidly embraced cashless transactions, digital infrastructure has become an important driver of economic activity.

Enterprise services have expanded just as quickly. Today, Mobicom provides cloud infrastructure, enterprise connectivity, cybersecurity, customer support, data analytics and AI-powered business solutions. Its hybrid cloud architecture allows organizations to combine international cloud platforms with locally hosted infrastructure, helping businesses comply with Mongolia's data residency requirements while maintaining global connectivity.

Artificial intelligence is becoming another major pillar. The company has already deployed AI-powered customer service, developed its own large language models

and is introducing agentic AI capable of analysing financial performance, operational metrics and business data before automatically generating reports for management.

Industry-specific AI solutions are also being developed for sectors including banking, healthcare and retail. "We are not only providing individual services," Ochi explained. "Our strategy is co-creating new business together with our clients."

That philosophy increasingly positions Mobicom as an innovation partner rather than simply a technology supplier.

Technology That Solves Local Problems

Many of Mobicom's newest initiatives begin with practical challenges unique to Mongolia. The company places significant strategic importance on Low Earth Orbit (LEO) direct-to-cell connectivity and is actively exploring its potential to enhance emergency communications across remote and underserved regions where conventional mobile coverage remains limited. Such technology could prove critical for herders working hundreds of kilometers from the nearest settlement during Mongolia's severe winters.

Another concept under development would digitally monitor livestock through geofencing technology, helping families locate animals that roam freely across vast grazing areas. "I don't know whether we can make money from it," Ochi admitted. "It doesn't matter. My focus is how I can contribute to Mongolian society."

That same thinking has shaped projects far beyond telecommunications. Mobicom helped digitally transform Mongolia's traditional wrestling tournaments by

introducing large-scale screens, replay technology, interactive audience voting and digital engagement platforms, bringing new audiences to one of the country's oldest sporting traditions.

The company has also become the country's first authorized repair center for leading global smartphone manufacturers, reducing the need for consumers to send expensive devices overseas for servicing.

Most recently, Mobicom expanded into digital life insurance. By integrating insurance into its digital ecosystem through fully online verification and onboarding, the platform attracted around 143,000 users within its first year—rapidly becoming one of Mongolia's largest providers in the segment.

For Ochi, each initiative serves the same objective: using digital technology to remove friction from everyday life.

A Different Investment Story

International investors often underestimate Mongolia's technological maturity. Ochi argues that one of the country's greatest strengths is its people. "Mongolian people are very agile," he said. "They adapt very quickly to new technology."

That willingness to embrace innovation has helped accelerate smartphone adoption, digital payments and AI-based services at remarkable speed. Combined with a young population and growing digital literacy, it creates fertile conditions for technology-driven businesses.

Mobicom believes it can help international companies access those opportunities. The company is actively seeking partnerships spanning digital transformation, AI deployment, cloud services, enterprise platforms, technology transfer and joint ventures. It also works closely with many of Mongolia's leading financial institutions, industrial groups, retailers and consumer businesses, giving it an extensive understanding of the country's commercial landscape.

When asked whether Mobicom should be viewed as a Mongolian company or a Japanese company, Ochi offered an answer that neatly captures the company's identity. "It is a Mongolian company supported by Japanese quality."

He believes that combination brings together international operating standards with the agility of Mongolia's business culture—qualities that international investors increasingly value. As Mongolia's economy continues to diversify, Mobicom intends to play an even broader role in that transformation. The company's ambition is no longer simply to connect people. It is to provide the digital platforms that enable businesses to grow, communities to thrive and investors to participate in the country's next chapter. "If we provide the right digital platform," Ochi said, "it will definitely help boost the economy."

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CONTENT BY ONE WORLD MEDIA | MONGOLIA 2026

Beyond Borders

From pioneering Mongolia's private pharmaceutical sector to building one of the country's largest healthcare ecosystems, MONOS is leveraging more than three decades of innovation to position Mongolian manufacturing on the global stage.

When Mongolia embraced a market economy in 1990, few entrepreneurs could predict how the country's private sector would evolve.

Among the first companies to take that leap was MONOS Group, founded by pharmacist Luvsa Khurelbataar as one of Mongolia's earliest private enterprises. Beginning with a handful of pensioners packaging herbal medicines by hand, the company has grown into an integrated healthcare conglomerate spanning pharmaceuticals, cosmetics, food production, retail pharmacy, research and development, and healthcare services.

Today, under the leadership of CEO Anand Khurelbataar, MONOS Group is entering a new phase. Having established a dominant domestic presence, the company is now focused on transforming decades of manufacturing expertise into an international growth platform built on research, innovation and strategic partnerships.

Driving Innovation at Every Stage

Innovation has defined MONOS since its earliest days. Inspired by Mongolia's rich biodiversity and traditional medicinal knowledge, the company combined local herbal ingredients with pharmaceutical science long before natural health products became a global trend.

That culture of innovation continues to shape the business today. The group now operates 17 subsidiaries built around two core manufacturing pillars—pharmaceuticals and cosmetics—supported by wholesale distribution, a nationwide pharmacy network, digital healthcare services and food production.

Its pharmaceutical division manufactures more than 200 products, with approximately 80 percent consisting of generic medicines and the remainder proprietary brands. Alongside it, MONOS Cosmetics has developed a portfolio of around 250 products ranging from skincare and personal care to shampoos and hygiene solutions. Both businesses have invested heavily in Good Manufacturing Practice (GMP) facilities to support international expansion.

"We want Mongolia to be known not only for mining, but for knowledge, innovation and manufacturing," said Anand Khurelbataar.

Research with Global Ambitions

Rather than relying solely on generic medicines, MONOS is investing aggressively in proprietary products

that combine modern pharmaceutical science with traditional medicine.

Around 10 percent of pharmaceutical revenue is reinvested into research and development each year. A dedicated research institute of more than 40 scientists conducts laboratory, pharmacological and pre-clinical research, with the understanding that bringing a single medicine to market can take close to a decade.

Among the company's most promising developments is a proprietary nano-calcium formulation designed to support osteoporosis treatment. Combining nano-calcium, vitamin D3 and a traditional herbal ingredient used historically for bone health, the product has undergone approximately ten years of laboratory, animal and human testing.

According to Anand Khurelbataar, commercialization has already begun internationally, with licensing rights for South Korea secured by a pharmaceutical partner while opportunities remain available in other markets.

Another breakthrough is Chundolo, a traditional medicine reformulated into a modern tablet with antiviral properties. Developed during the COVID-19 pandemic, the product reflects MONOS' broader strategy of transforming traditional medical knowledge into internationally competitive pharmaceutical products.

"We're connecting traditional medicine with Western medicine to create innovative products that nobody else can make," Anand explained.

Building an Integrated Healthcare Ecosystem

MONOS' competitive advantage extends well beyond manufacturing.

Its nationwide pharmacy network has grown to approximately 270 stores, mak-

ing it one of Mongolia's largest healthcare retailers. The company pioneered self-service pharmacy layouts, introduced digital ordering through its eMonos platform and now delivers medicines within hours while integrating prescription verification with licensed pharmacists.

The network also provides free health screening services, including blood pressure and osteoporosis checks, reflecting MONOS' broader commitment to preventive healthcare.

Meanwhile, its distribution business imports approximately 4,500 healthcare products from around 200 international suppliers across Japan, South Korea, Germany, Switzerland, France, the United Kingdom and the United States, giving the group a uniquely diversified healthcare ecosystem.

This vertically integrated model—from research and manufacturing to distribution, retail and digital health—creates significant operational advantages while allowing MONOS to respond rapidly to changing consumer needs.

Expanding Across Central Asia

While Mongolia remains a growing market, MONOS sees its greatest oppor-

tunity beyond national borders. Rather than competing immediately in saturated Western markets, the company has identified Central Asia as its primary expansion strategy. Similar consumer preferences, regulatory environments and climatic conditions make countries such as Kyrgyzstan, Kazakhstan and Uzbekistan attractive entry points.

MONOS established operations in Bishkek several years ago and has already registered dozens of products for sale. The next stage involves establishing regional manufacturing facilities that can reduce logistics costs while serving a market of more than 100 million consumers.

The strategy is supported by products specifically developed for harsher climates, including cosmetics formulated with richer moisturizing properties than many Southeast Asian alternatives. "We're open to everything," Anand said when discussing partnerships. "Joint ventures, technology transfer, investment or strategic cooperation—we're looking for partners who want to grow together."

Strengthening Governance for Sustainable Growth

International expansion has been supported by continuous improvements in corporate governance. A long-standing partnership with the European Bank for Reconstruction and Development (EBRD) helped finance GMP-certified manufacturing facilities while introducing international governance standards and management practices that continue to shape the organisation today.

Professional management is now embedded across the group, with subsidiary companies operating under experienced executive teams while strategic oversight remains at board level.

The group's listed subsidiary, Monos Foods, represents another step in this evolution, providing additional access to capital markets while supporting the company's expansion into health-focused consumer products.

For Anand Khurelbataar, the next chapter extends beyond commercial success. Having spent more than three decades proving that sophisticated healthcare products can be designed, manufactured and commercialized in Mongolia, MONOS now aims to demonstrate that Mongolian innovation can compete internationally. "The

last 36 years were about succeeding in Mongolia," Anand said. "Now it's time to use that experience to go beyond our borders."

MONOS GROUP

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ON THE CONTRARY

WHO FRAMED AOC?

The same congresswoman is either formidable or finished

CHRISTOPHER ROBERTS

IN THE MID-1980S, STANFORD RESEARCHERS made 144 students watch 36 minutes of network coverage of the Beirut massacre. Pro-Israel students detected anti-Israel propaganda. Pro-Arab students detected pro-Israel propaganda. The neutral students apparently watched without detecting anything. What a time to be alive. The researchers called it the “hostile media phenomenon,” which, arguably, became the “hostile media business model.” It wasn’t about ignorance. The more knowledgeable people felt, the more bias they perceived.

My mind turned to the question of ignorance and whether there is any bliss to be found therein when you, dear readers, assessed a Newsweek article headlined, “AOC’s Chances of Beating Newsom and Harris in New 2028 Michigan Poll.” Fifty-five percent called it fair. Yet 36 percent said it leaned left and 9 percent said it leaned right, making it a rare example of a story where bias to either side approached the fair votes. Weirdly, zero votes came from Michigan. The people whose political judgment the story purported to explain remained silent. Pleading the Fifth—like Anthony Fauci, everyone’s at it nowadays.

The timing was perfect. Michigan Democrats later chose AOC-backed Abdul El-Sayed over Haley Stevens after an AIPAC-affiliated group spent more than $30 million intervening in a primary that became an argument about Israel and who speaks for Jewish Democrats. Four decades after the Stanford experiment, Michigan supplied another Israel-flavored political Rorschach test. Perhaps conservative readers saw “AOC” in a headline about a hot-button race and reached for the left-bias button. So, for those readers, here is the right-leaning version. I haven’t had to change a single fact.

AOC Trails Buttigieg by Double Digits in New Michigan Poll

The progressive congresswoman received 10.7 percent, less than half Pete Buttigieg’s 24.2 percent. She also trailed Jon Ossoff at 13.9 percent, while 21.7 percent were undecided. Her 0.7-point advantage over Gavin Newsom was comfortably inside the four-point margin of error.

All true. Also true: AOC beat Newsom and Kamala Harris in the polling. The original article headline simply compared her with the candidates below her rather than those above her. A woman in third place became the protagonist of a story about winning, above a potential candidate—Harris—whom Newsweek once described as illustrating “the insanity theory” of Democratic politics. That does not make the article false, but it makes “but every fact was accurate” a fairly flimsy defense. Facts do not select their own protagonist, comparison or headline. More often, bias hides inside a preposition: AOC was ahead of Newsom; AOC was behind Buttigieg. It was Newsweek that called the angle.

The hostile-media phenomenon is real. But it can also become a magnificent escape hatch for journalists: If readers perceive bias, that merely demonstrates how biased the readers are. Heads we’re objective; tails you need therapy. Perhaps the voters crying “left” were partisan cranks, but perhaps they also noticed the frame. The poll put AOC in third place. That’s far from enough for a victory speech. R

Christopher Roberts is Newsweek’s vice president, publishing & subscriber strategy. Email him at c.roberts@newsweek.com

“FACTS DO NOT SELECT THEIR OWN PROTAGONIST, COMPARISON OR HEADLINE.”

48 | NEWSWEEK.COM

AUGUST 21, 2026

SEAN GALLUP/GETTY; HEATHER DIEHL/GETTY; SHAWN THEW/POOL/GETTY

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HENRY CAVILL

Elegance is an attitude LONGINES

HYDROCONQUEST

制度与权力批判深度研判：Newsweek (2026-08-21)

▌ 本日全报思想与文化深思雷达 (Intellectual & Cultural Significance Radar)

基于本期报纸可见的碎片化信息，以下 3 个具体切入点在制度伦理与社会文化层面具有探讨价值：

1. 医疗技术对身体需求的重塑 [F1_23 🔍]

   • 事件简述：GLP-1 类药物的使用可能推高美国对高风险整形手术的需求。
   • 思想文化深思切入点：探讨生物技术（药物）如何通过改变生理状态，进而驱动消费主义下的身体改造需求，分析“药理学-外科手术”链条如何重新定义现代人的身体焦虑与审美标准。

2. 体育经纪中的“人性化”话语 [F1_2, F1_21]

   • 事件简述：经纪人里奇·保罗（Rich Paul）在特写中强调其职业生涯的起步与对运动员的认知。
   • 思想文化深思切入点：反思在高度资本化的体育产业中，将运动员视为“完整的人”而非单纯资产的叙事，究竟是行业伦理的进步，还是资本在更高维度上对个体情感价值的整合与利用。

3. 全球定价体系中的主权碎片化 [F1_4 - F1_15]

   • 事件简述：报纸在头版列出了不同国家/地区的订阅价格，涵盖捷克、匈牙利、黎巴嫩、卢森堡、马来西亚、黑山、新西兰、罗马尼亚、沙特、塞拉利昂、新加坡、南非等。
   • 思想文化深思切入点：分析全球信息产品在不同主权货币体系下的定价差异，揭示资本在跨国传播中如何通过精细的区域定价策略，将全球受众划分为不同的经济等级阶层。

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▌ 精选核心专题深度思想论证 (In-Depth Dialectical Monograph)

专题一：生物技术驱动的身体异化：从 GLP-1 到高风险整形手术的逻辑链条

本期报道指出，GLP-1 类药物的使用可能会推高美国高风险整形手术的需求 [F1_23 🔍]。这一现象揭示了当代生物医学干预与消费主义之间的一种深层共谋。GLP-1 药物通过药理学手段实现了快速的体重减轻，但这种“化学减重”往往伴随着皮肤松弛等生理后果，从而将个体推向更高风险的外科手术。

从批判理论视角看，这构成了一个典型的“技术-需求”闭环：药物解决了第一层生理问题，却制造了第二层审美危机。身体不再被视为一个有机整体，而被拆解为可由药物调节的“代谢指标”和可由手术修正的“物理形态”。在这种逻辑下，个体的身体成为了一个永无止境的“优化项目”。

这种趋势反映了晚期资本主义对身体控制的深化。当药物能够快速改变体型时，身体的“自然状态”被进一步边缘化，取而代之的是一种由药理学和外科手术共同构建的“人工标准”。高风险手术需求的增加，实际上是生物技术在赋予个体掌控感的同时，将其更深地地绑定在医疗工业的消费链条之中。

专题二：资本逻辑下的“人性化”重构：里奇·保罗与体育经纪的伦理悖论

在关于里奇·保罗（Rich Paul）的报道中，其职业叙事强调了从起步到成功的个人轨迹 [F1_2, F1_21]。在体育经纪这一极度强调资产价值（Asset Value）的行业中，试图引入“人性化”的视角，具有一定的理论张力。

传统的体育经纪模式将运动员视为一种可量化的金融资产，其核心逻辑是最大化合同价值。然而，当经纪人开始强调运动员作为“完整的人”的维度时，这里产生了一个辩证的矛盾：这种对“人性”的关注，究竟是对异化劳动的救赎，还是为了更有效地管理这些高价值资产而采取的一种心理策略？

如果“人性化”被转化为一种管理工具，那么它实际上是对个体情感的另一种形式的“资源化”。在这种模式下，信任和情感纽带成为了降低交易成本、提高运动员忠诚度的手段。这意味着，资本并没有放弃其榨取逻辑，而是将逻辑从单纯的“经济交换”升级为了“情感交换”。里奇·保罗的案例提示我们，在高度专业化的权力结构中，任何关于“人性”的回归，都必须在资本增值的背景下被审视其真实意图。

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▌ 面向学者的开放性思想追问与研究路标 (Open Horizons for Scholarly Inquiry)

1. 【药理学与身体政治】：GLP-1 药物引发的整形需求 [F1_23 🔍] 是否预示着一种新型的“医疗阶级化”？即通过药物-手术的组合，社会精英阶层能够构建一种完全脱离自然生理规律的“完美身体”，从而在视觉上强化阶级区分？

2. 【情感劳动的资本化】：在里奇·保罗等新一代经纪人的实践中 [F1_2 🔍]，情感支持如何被转化为商业竞争力？这种“情感资本”的积累如何改变传统劳资关系中的权力博弈？

理性与情感辩证深度研判：Newsweek (2026-08-21)

▌ 本日全报生活世界痛感与情感政治深思雷达 (Lifeworld & Affective Significance Radar)

在系统通盘梳理本期报纸所涉及的报道后，以下 3 个具体事件在生活世界痛感、情感政治动员与制度理性冲突层面最值得学者进一步深思：

1. 【医美受众的年轻化与面容焦虑】 [F1_22, F1_23]

   • 事件简述：2026年美国最佳整形外科医生报道指出，面部提升术受众群体年轻化，X 世代及更年轻群体开始寻求手术，且 GLP-1 类药物的使用可能会推高高风险整形手术的需求。
   • 情感政治与伦理深思切入点：相机社交时代将“面容”转化为一种可量化的社会资本。这种对衰老的极度恐惧与对数字化完美面孔的追求，反映了技术理性（医美技术）如何精准地收割现代人的生存焦虑，将肉身转化为一种不断需要升级的“产品”。

2. 【体育经纪模式的人性化转向】 [F1_2 🔍]

   • 事件简述：经纪人里奇·保罗（Rich Paul）通过强调基于人性而非单纯资产的深层关系，挑战传统经纪模式，将运动员视为完整的人而非待优化的资产。
   • 情感政治与伦理深思切入点：在高度资本化的体育工业中，运动员长期被简化为“资产”和“数据指标”。保罗的模式实际上是对“工具理性”的一种情感反拨，试图在冰冷的商业谈判中重新植入“生活世界”的真实连接。

3. 【气候危机下的生存压力】 [F4_45, F4_46]

   • 事件简述：华盛顿州斯波坎（Spokane）遭遇由干旱和酷热加剧的野火，烧毁超过 8,000 英亩土地并摧毁整个社区。
   • 情感政治与伦理深思切入点：自然灾害的极端化将“气候危机”从抽象的科学数据转化为具体的“家园丧失”痛感。这种制度理性（气候预测）与生活世界（房屋被焚）的剧烈碰撞，揭示了人类在生态崩溃面前的脆弱性。

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▌ 精选核心专题理性与情感辩证论证 (The Dialectic of Logos and Pathos Monograph)

专题一：【技术理性对肉身关系的反噬与修复：从医美焦虑到人性化经纪】

在当代资本逻辑中，个体肉身正被迅速地“数据化”与“资产化”。本期报道揭示了两种截然相反的应对路径：一种是向技术理性的深度投降，另一种是对工具理性的情感反拨。

首先，医美行业的趋势 [F1_22, F1_23] 展示了技术理性如何将人类的自然衰老过程转化为一种“可修复的缺陷”。当 GLP-1 类药物的使用推高高风险整形需求时，肉身不再是生命的承载者，而变成了一组需要通过手术不断优化、升级的参数。这里存在着一种深刻的 Pathos：对衰老的恐惧被制度化为一种消费需求，个体在追求“数字化完美”的过程中，实际上陷入了更深层的生存焦虑。

与此同时，里奇·保罗（Rich Paul）的经纪模式 [F1_2 🔍] 则提供了一种对立的 Logos。在体育工业这一极致的工具理性领域，运动员通常被视为可量化的资产。保罗试图通过重建“人性连接”来对抗这种异化。这种转向并非简单的商业策略，而是一种认识论上的修正——承认个体在资产价值之外，拥有不可量化的“生活世界”维度。

这两者的辩证摩擦揭示了现代人的生存困境：我们一方面在技术理性的驱动下将自己“产品化”以获取社会资本，另一方面又在极度的孤独中渴望回归真实的人性连接。

专题二：【景观灾难与制度理性的失效：论气候危机中的痛感传递】

当气候危机从全球性的宏大叙事转化为具体的地域性灾难时，制度理性与生活世界的撕裂达到了顶点。斯波坎（Spokane）的野火事件 [F4_45, F4_46] 提供了一个典型的样本。

从制度理性的角度看，干旱和酷热是可预测的气象指标，而 8,000 英亩的过火面积是可量化的统计数据。然而，对于被“gutting whole nei”（摧毁整个社区）的居民而言，这种量化是冰冷且无力的。这里存在着一种“话语温度差”：官方报告使用冷色调的地理与气象术语，而生活世界中充斥着失去家园的灼热痛感。

这种辩证关系揭示了当代治理的失效：制度理性倾向于在宏观层面讨论“气候变化”的应对方案，但无法在微观层面缓解个体面对自然毁灭时的绝望感。当“超级野火”成为常态，这种痛感将不再是偶然的意外，而是一种永久性的生存背景。这种从“异常”到“常态”的转变，标志着人类对自然掌控感的彻底崩塌，以及一种新型的、基于生态恐惧的社会心理结构的形成。

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▌ 面向学者的伦理与社会心理开放性追问与研究路标 (Open Horizons for Ethical & Sociological Inquiry)

1. 【关于“肉身资本化”的社会心理研究】：探讨医美技术如何通过定义“标准美”来重塑年轻一代的自我认同，以及这种技术干预如何改变人类对“时间”与“衰老”的本体论认知？
2. 【工具理性环境下的关系重构】：分析在高度量化的职业领域（如体育、金融），“人性化连接”能否真正成为一种可持续的治理模式，还是仅仅成为了另一种更高级的营销包装？
3. 【气候灾难的痛感政治学】：研究当极端气候事件导致大规模社区毁灭时，个体如何将“私人痛感”转化为“政治诉求”，以及这种转化在制度理性的阻碍下如何演变为社会冲突？