Latest news with #SDC
Time Out
6 days ago
- Entertainment
- Time Out
Small Dinner Club
In the heart of the Charoenkrung creative district, a culinary laboratory is quietly pulling apart everything you thought you knew about Thai food. Small Dinner Club (SDC), as it's aptly named, is the brainchild of Chef Sareen Rojanametin, who seems intent on questioning and reimagining the nation's cuisine from the ground up. His approach is deeply personal, drawing on a mosaic of global experiences that inflect a playful and profound curiosity into every dish. Forget what you expect from a fine dining spot; the vibe here is intimate and inviting, shunning opulence for a focus on connection and curiosity. The thoughtfully designed space, complete with curated art and handcrafted tableware, sets the stage for what SDC calls a 'journey of discovery'. This isn't just a meal; it's a culinary puzzle box waiting to be unlocked. Chef Sareen, whose background intriguingly includes fine arts and a period as a monk, translates his eclectic life into his cooking. His time spent in Melbourne, for instance, is cheekily referenced in a dish titled 'Too Many Italians, Only One Asian', a clever nod to his experience running a cafe in an Italian-dominated district. This playful naming convention is a hallmark of the SDC experience, transforming dining into a guessing game. Dishes arrive with enigmatic titles like 'Daft Punk is Playing in My Mouth' or 'Duck & Hide', challenging diners to decipher the ingredients and concepts before the full story is revealed. This is a spot for the adventurers, for those who crave bold new ideas and appreciate the delicate fusion of past and future. The experience is intentionally theatrical, designed to provoke thought and conversation. If you're a connoisseur looking for a new thrill or just an intrepid food lover, Small Dinner Club is serving up dishes that aim to redefine what Thai cuisine can be, one playful, thought-provoking bite at a time.
Business Wire
6 days ago
- Business
- Business Wire
PURE Bioscience Reports Fiscal Third Quarter 2025 Financial Results
EL CAJON, Calif.--(BUSINESS WIRE)--PURE Bioscience, Inc. (OTCQB: PURE) ('PURE,' the 'Company' or 'we'), creator of the patented non-toxic silver dihydrogen citrate (SDC) antimicrobial, today reported financial results for the fiscal third quarter ended April 30, 2025. This quarter, we were able to demonstrate that our dairy membrane solution using our SDC technology is effective in full-scale commercial dairy plants. Summary of Results of Operations – Fiscal Third Quarter Net product sales were $489,000 and $440,000 for the fiscal third quarter ended April 30, 2025 and 2024, respectively. The increase of $49,000 was attributable to increased sales across our distribution network. Net loss for the fiscal third quarter ended April 30, 2025 was $580,000, compared to $857,000 for the fiscal third quarter ended April 30, 2024. Net loss, excluding share-based compensation, for the fiscal third quarter ended April 30, 2025 was $547,000, compared to $825,000 for the fiscal third quarter ended April 30, 2024. Net loss per share was ($0.01) for the fiscal third quarters ended April 30, 2025 and 2024, respectively. Summary of Results of Operations – Prior Nine Months Net product sales were $1,435,000 and $1,483,000 for the nine months ended April 30, 2025 and 2024, respectively. The decrease of $48,000 was attributable to decreased sales across our end-user network. Net loss for the nine months ended April 30, 2025 was $2,067,000, compared to $2,594,000 for the nine months ended April 30, 2024. Net loss, excluding share-based compensation, for the nine months ended April 30, 2025 was $1,950,000, compared to $2,418,000 for the nine months ended April 30, 2024. Net loss per share was ($0.02) and ($0.03) for the nine months ended April 30, 2025 and 2024, respectively. Robert Bartlett, Chief Executive Officer, stated, 'Our fiscal third quarter year-over-year sales growth continues to progress with our direct customers and distribution network, while we continue to reduce operating expenses. This quarter, we were able to demonstrate that our dairy membrane solution using our SDC technology is effective in full-scale commercial dairy plants. We will continue to work closely with our distribution partners in the beverage industry to expand this new membrane treatment solution.' PURE Hard Surface is now available for membrane treatment. The transformative benefits of using PURE Hard Surface as a membrane treatment bring a more innovative and efficient approach, delivering measurable cost savings. This solution enables dairy and beverage manufacturers to maintain the highest quality standards in the industry, without the trade-offs associated with traditional chemistry. For more information, visit About PURE Bioscience, Inc. PURE is committed to redefining chemical safety through its innovative technology. With a focus on efficacy and effectiveness, PURE develops advanced solutions that meet the highest safety standards and produce best-in-class results for its consumers and distributors. PURE continues to focus on developing and commercializing our proprietary antimicrobial products, primarily in the food and beverage industry. We provide solutions to combat the health and environmental challenges posed by pathogens and ensure hygienic control. Our technology platform is based on patented, stabilized ionic silver, and our initial products contain silver dihydrogen citrate, better known as SDC. This broad-spectrum, non-toxic antimicrobial agent formulates well with other compounds. As a platform technology, SDC is distinguished from existing products in the marketplace because of its superior efficacy, reduced toxicity, and mitigation of bacterial resistance. Additional information on PURE is available at Forward-looking Statements: Any statements contained in this press release that do not describe historical facts may constitute forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Statements in this press release, including quotes from management, concerning the Company's expectations, plans, business outlook, future performance, future potential revenues, expected results of the Company's marketing efforts, the execution of contracts under negotiation, and any other statements concerning assumptions made or expectations as to any future events, conditions, performance or other matters, are 'forward-looking statements.' Forward-looking statements inherently involve risks and uncertainties that could cause our actual results to differ materially from any forward-looking statements. Factors that could cause or contribute to such differences include, but are not limited to, the Company's failure to implement or otherwise achieve the benefits of its proposed business initiatives and plans; acceptance of the Company's current and future products and services in the marketplace, including the Company's ability to convert successful evaluations and tests for PURE products into customer orders and customers continuing to place product orders as expected and to expand their use of the Company's products; the Company's ability to maintain relationships with its partners and other counterparties; the Company's ability to generate sufficient revenues and reduce its operating expenses in order to reach profitability; the Company's ability to raise the funding required to support its continued operations and the implementation of its business plan; the ability of the Company to develop effective new products and receive required regulatory approvals for such products, including the required data and regulatory approvals required to use its SDC-based technology; competitive factors, including customer acceptance of the Company's SDC-based products that are typically more expensive than existing treatment chemicals; dependence upon third-party vendors, including to manufacture its products; and other risks detailed in the Company's periodic report filings with the Securities and Exchange Commission (the SEC), including its Form 10-K for the fiscal year ended July 31, 2024, Form 10-Q for the fiscal first quarter ended October 31, 2024, Form 10-Q for the fiscal second quarter ended January 31, 2025, and Form 10-Q for the fiscal third quarter ended April 30, 2025. You should not place undue reliance on these forward-looking statements, which speak only as of the date of this press release. By making these forward-looking statements, the Company undertakes no obligation to update these statements for revisions or changes after the date of this release. PURE Bioscience, Inc. Condensed Consolidated Statements of Operations (Unaudited) Nine Months Ended Three months Ended April 30, April 30, 2025 2024 2025 2024 Net product sales $ 1,435,000 $ 1,483,000 $ 489,000 $ 440,000 Royalty revenue 3,000 6,000 2,000 1,000 Total revenue 1,438,000 1,489,000 491,000 441,000 Cost of goods sold 603,000 612,000 208,000 183,000 Gross profit 835,000 877,000 283,000 258,000 Operating costs and expenses Selling, general and administrative 2,528,000 3,136,000 776,000 998,000 Research and development 243,000 233,000 91,000 77,000 Total operating costs and expenses 2,771,000 3,369,000 867,000 1,075,000 Loss from operations (1,936,000 ) (2,492,000 ) (584,000 ) (817,000 ) Other income (expense) Other income (expense), net 79,000 1,000 82,000 1,000 Interest expense, net (210,000 ) (103,000 ) (78,000 ) (41,000 ) Total other income (expense) (131,000 ) (102,000 ) 4,000 (40,000 ) Net loss $ (2,067,000 ) $ (2,594,000 ) $ (580,000 ) $ (857,000 ) Basic and diluted net loss per share $ (0.02 ) $ (0.03 ) $ (0.01 ) $ (0.01 ) Shares used in computing basic and diluted net loss per share 111,856,473 111,856,473 111,856,473 111,856,473 Expand PURE Bioscience, Inc. Condensed Consolidated Statements of Cash Flows (Unaudited) Nine Months Ended April 30, 2025 2024 Operating activities Net loss $ (2,067,000 ) $ (2,594,000 ) Adjustments to reconcile net loss to net cash used in operating activities: Share-based compensation 117,000 176,000 Depreciation 2,000 110,000 Impairment of computer software — 60,000 Changes in operating assets and liabilities: Accounts receivable 11,000 51,000 Inventories (75,000 ) 14,000 Prepaid expenses 14,000 17,000 Interest on note payable 200,000 94,000 Accounts payable and accrued liabilities 239,000 134,000 Net cash used in operating activities (1,559,000 ) (1,938,000 ) Financing activities Net proceeds from note payable to related parties 1,750,000 1,285,000 Net cash provided by financing activities 1,750,000 1,285,000 Net increase (decrease) in cash, cash equivalents, and restricted cash 191,000 (653,000 ) Cash, cash equivalents, and restricted cash at beginning of period 424,000 1,170,000 Cash, cash equivalents, and restricted cash at end of period $ 615,000 $ 517,000 Reconciliation of cash, cash equivalents, and restricted cash to the condensed consolidated balance sheets Cash and cash equivalents $ 540,000 $ 442,000 Restricted cash $ 75,000 $ 75,000 Total cash, cash equivalents and restricted cash $ 615,000 $ 517,000 Expand
Yahoo
13-06-2025
- Health
- Yahoo
These dads lost everything, and then they found each other
The worst day of Brad Bailey's life was March 5, 2020: the day his son, Rhoan, was stillborn at 39 weeks old. His wife, Erica Bailey, had experienced a routine pregnancy until that day. No issues, no extra monitoring necessary. That morning, however, something was awry. The baby had stopped moving, and she went straight to the hospital. An ultrasound confirmed the couple's worst fear: The baby didn't have a heartbeat. Rhoan was declared dead before the Baileys ever got a chance to meet him. In the days and weeks that followed, the couple did the best they could to honor their son. They had a funeral near their home in Kansas City, Missouri. They took time off from work. Erica Bailey began to find comfort and purpose in volunteering for a nonprofit that advocates for stillbirth prevention, but Brad, 38, was still stupefied by sadness. 'Burying your child is something that only those who have been around it or experienced it can understand,' he said. 'I felt like I had nobody to talk to and no way out.' Eventually, upon a recommendation from his wife, Bailey connected with an online organization called the Sad Dads Club, a nonprofit that provides peer-to-peer community and support for bereaved fathers. The club supports dads who have endured any type of perinatal loss – that is, death of a baby during pregnancy, labor or within the first few weeks after birth. The group also welcomes fathers who have lost children to sudden infant death syndrome and those who have lost older and even adult children. It helps dads by providing a safe space for them to grieve, said Rob Reider, a club cofounder and executive director. The men share heartache, fear, anger, confusion, joy and any other emotion they experience on their journey. They also trade insights, knowledge and advice. Most of the group's meetups are virtual: either via weekly video calls or messaging on the SDC Discord channel. Twice annually, the organization hosts an in-person retreat by a pond in Maine. The Sad Dads Club supports members in other ways, too. Through donations and grants, the organization has been able to help unlock access to professional mental health services. The group currently covers six online therapy sessions at no cost for up to 20 dads each year. This kind of counseling and camaraderie after the loss of a child can be invaluable, Reider said. 'Living with the loss of a child is a never-ending journey,' he said. 'Finding help shouldn't be a burden, too.' There certainly are lots of fathers grappling with the grief of stillbirth. One out of every 175 pregnancies in the United States ends in stillbirth, according to the US Centers for Disease Control and Prevention. This means about 21,000 babies are stillborn annually. While there are mental health programs to help parents manage this heartbreak, most of them are for mothers, said Michelle Goldwin Kaufman, a psychologist in Memphis, Tennessee. Kaufman noted this means dads are left to manage heartache on their own. It's yet another challenge, considering that traditional masculinity norms reject vulnerability and that men's mental health has been in crisis. 'One of the stereotypes is that men want to fix things, but stillbirth is not a problem anyone can fix,' said Kaufman, who is also an adjunct professor of psychology at the University of Memphis. 'The reality is that dads in these scenarios often get forgotten, and it's important to create an environment where they can give their grief space.' This need for connection is precisely what led 40-year-old Reider to team up with friends Jay Tansey and Chris Piasecki and start the Sad Dads Club. All three men live in or near Portland, Maine, and all three lost children to stillbirth during an 18-month period. Reider and Tansey, best friends from college, each experienced this trauma in 2017. Piasecki, the husband of a college classmate, had a child die a year later. Following these tragedies, the men struggled with feelings of isolation, guilt and sadness, but they found comfort in spending time together. These early meetups among dads were informal gatherings, filled with emotion, extended, uncomfortable silences and lots of beer. 'Basically, we were three grown men sitting there over beers, bawling our eyes out, talking about our daughters, and learning how to piece life together as best we could,' Tansey, 40, said. Piasecki, 38, called it 'beers and tears.' One of the reasons he found the get-togethers so helpful is because each dad knew he didn't have to explain what he was feeling because his friends felt it, too. 'I remember thinking, 'This is the first conversation I've ever had with other guys where I don't have to give the entire backstory of why I feel like crap,'' Piasecki said. 'I could live in the moment and talk about how I was feeling at that time, and they'd just understand. That was incredibly powerful. We became each other's lifeline.' Gradually the trio met other local men who had also lost babies to stillbirth, and they invited the newcomers to join. Then, one cold and rainy night in 2022, Reider was leaving the house to meet the group at a bar in Portland, Maine, when his wife Tehilah remarked that he was heading to a meeting of the 'Sad Dads Club.' The name stuck. Reider, Tansey and Piasecki formally founded the nonprofit later that year. They started slowly: first an Instagram account, then a website. The site launched with three 'birth stories,' in which the founders shared heart-wrenching details of their losses. These narratives made it clear from the beginning: SDC was a place where men could be vulnerable and let it all out. Soon after launching the website, the group started monthly video call meetings. The dads added an online channel to chat in 2023 – it started small and now includes subgroups for topics such as returning to work, celebrating the birthdays of the kids they have lost, sex after loss and even lighter fare such as fantasy football. These days, the club meets every Thursday night. Dads log on from all over the world – including Maine, California, England and Australia. Sessions alternate between 'My Child, My Story,' during which one member gets the floor and shares stories, photos and other mementos; and 'Open Hour,' which is more of a moderated peer-to-peer support group focusing on topics such as relationships and pregnancy after loss. A session earlier this year dealt with the complicated subject of returning to work after losing a child. Reider opened the session by saying, 'We hate why we're all here but we're glad that we found one another.' Later, he asked participants to introduce themselves by their first name and the name of the child they lost. Reider isn't just Rob; he is Rob, Lila's dad. Tansey is Jay, Bella's Dad. Piasecki is Chris, Isabelle's dad. A few months after Sad Dads got going, Reider and his friends had an idea: Why not have a meetup in real life? The trio got to work on finding a house large enough for about two dozen men and secluded enough for participants to feel like they were really stepping out of their everyday lives and into a new space for healing. Reider's wife eventually found the perfect spot in Raymond, Maine, about 30 minutes outside of Portland. The first retreat was in October 2023; since then, there have been three others for a total of four. Each retreat includes 25 men. Over the course of two and a half days, the men cook food together, play Wiffle ball, go for hikes and unwind from their daily lives. As the men relax, they begin to open up. Reider recalled a moment during the first retreat when he walked by a group of men who had never met in real life, talking like old friends about their 'Rainbow' kids – the kids they have had since they lost a child to stillbirth. During a subsequent retreat, one participant who had struggled for a while told the group that he thought the retreat healed the past four years of his life. Matt Bakalar, an SDC member from Somerville, Massachusetts, has attended two retreats so far, and said he is consistently amazed by how close the men get in such a short time. 'These are guys I've been through everything with; we have this horrible bond that, in a way, keeps us going,' Bakalar, 37, said. 'I'm used to seeing the guys on (video calls). To go to the retreat and see them and hug them and cry with them in person is an amazing experience.' So far, retreats have had very little structure outside of mealtimes. This is by design. The founders say that without an agenda, participants are free to take the retreat wherever they want to go —– even if that means one group of dads wants to take a hike and another group of dads wants to drink beer and talk. They often do both. The objective for the retreats is to make sure no dad feels alone. 'When dads come to the retreat hurting, we jump right into that pain pit with them,' Reider said. 'We won't wince, and we'll be right there with them with our arms around them in that pit of pain, so they don't feel alone. That's what Sad Dads Club is all about.' None of the founders knows exactly how many men the group has helped over the years — between the number of dads who participate in formal events and those who interact with the group through Instagram, they estimate it's in the thousands, if not tens of thousands. Looking forward, two of the organization's goals are to expand this reach, offer more mental health support and establish active in-real-life meetups around the country. Reider said he'd like to offer more free therapy sessions to a larger pool of men. 'In a dream world they could offer every one of their dads unlimited therapy or coaching services without a time stamp,' said Karina Chandler, a therapist in Portland, Maine, who has offered 'grief coaching' services to SDC members. While most of the dads learn positive coping skills to use when tackling their pain head-on, club members support without judgment those who can't or aren't ready yet, encouraging grace. Reider noted that nobody ever 'gets over' the loss of a loved one. 'It's not moving on, it's moving through,' he said. Just ask Brad Bailey. He barely spoke at his first SDC meeting, but now he's a regular contributor. Bailey also has found his voice in the world. The once quiet and private person openly celebrates his son Rhoan, putting the boy's name on a flag that also reads, 'Make him proud.' The flag hangs in Bailey's home gym, a reminder that Rhoan is always with him. 'Even though he's not here, we will never let him be forgotten,' Bailey said. 'I'm not sure I could have reached the place I'm in today without the help of these men.' Matt Villano is a writer and editor based in Healdsburg, California. To learn more about him, visit
Scoop
11-06-2025
- General
- Scoop
Putting The Prosperous Back In Stratford's Prospero Place
Stratford District Council (SDC) is giving some love to the heart of Stratford by making upgrades to Prospero Place - the town centre, and is calling for community feedback on the draft designs. From humble beginnings as a small town square tucked away and out of view from the main highway, to the prominent green space now taking centre stage in our Shakespearean town under the mountain, the time has come to turn this into a thriving and welcoming area for locals and visitors alike. Director Community Services, Kate Whareaitu says, 'Prospero Place has evolved substantially in the last 6 years and it's exciting to get stuck into developing a more fit for purpose community space.' 'We've been monitoring how the town centre is currently used, and asking questions of regular users and neighbouring businesses, which has led to the draft designs now available for public comment,' says Kate. 'We think we've landed on a design that will be practical while pleasing to the eye, but we're keen to hear from our community and those passing by too.' 'This is their opportunity to tell us if we've prioritised design elements that reflect our community's needs and wants, before we get down to the finer details and lock in design materials,' she says. To see the draft designs and share your views, visit or pop by the Stratford Library and Visitor Information Centre to look at the drawings up close and have a conversation with staff. Feedback is open until 13 July. After which, the project team will collate comments and determine any changes required to the design for final approval by Elected Members. It's anticipated that a final design will be complete in September, and physical work is due to begin during the summer months. Visitors to can also ask questions about the project, answer quick polls and share their own memories of Prospero Place through the years. For those new to Stratford, there's photos of what the area used to look like, a walk down memory lane for those who've been in the community for several years. We'd also love to hear from anyone that might have old footage of the town centre tucked away in their home archives so it can be added to Stratford's Heritage Collection online at Project background Towards the end of 2016 Stratford District Council launched Stratford 2035 – Making it Real, which was an integrated approach to Stratford's long term future. This included the Future of Broadway project, focusing on the revitalisation of Prospero Place and Broadway. Over subsequent years, the project has changed in scope due to changes in land use in the area, such as the demolition of the ANZ bank and land next to Prospero Place becoming available. More recently, concept plans have been drawn up to determine the best use of Prospero Place and surrounding town centre areas. SDC is now at the stage of bringing the concept plans for Prospero Place to life through detailed designs that reflect the changes in the way that the space is used by the community. The project's budget is $1.2 million and is being delivered across the first 3 years of the Long Term Plan 2024-34. The project supports SDC's vision of a Welcoming, Inclusive and Safe Community – Te Pumanawa o Taranaki.
Borneo Post
07-06-2025
- Politics
- Borneo Post
Sabah MTUC urges immediate re-election and council meeting to restore leadership
KOTA KINABALU (June 7): The Malaysian Trades Union Congress (MTUC) Sabah has called for an expedited re-election process to appoint new officers and restore effective leadership within the organization. Its chairman, Mohd Airy Arin, emphasized the urgent need for a general council meeting to ratify the election process, enabling MTUC to resume its vital role in representing Malaysian workers. MTUC is currently overseen by a special joint committee (JBK), appointed by the High Court on February 21, with a specific mandate to conduct leadership re-elections within 90 days — originally ending on May 22 and later extended until August. Mohd Airy noted that the JBK had issued a statement protesting the government's refusal to recognize MTUC delegates for participation in the International Labour Organization Conference (ILC) in Geneva, Switzerland. He recalled that the High Court's consent order on February 21 required the JBK to hold a Special Delegates Conference (SDC) to elect new leadership. However, the JBK has so far failed to meet this requirement. 'To date, there are still no officers capable of fulfilling the duties of MTUC,' he said in a statement. Highlighting the significance of the ILC as a tripartite platform involving governments, employers and workers, Mohd Airy stressed that the JBK lacks the mandate to nominate representatives on behalf of MTUC. 'Therefore, MTUC Sabah is urging the JBK to concentrate solely on conducting the re-election process and to convene a general council meeting immediately to formalize and ratify the process,' he added.
