Prestige Property: 2 Frying Pan Track, Noosa North Shore, QLD

Set in the idylls of Noosa North Shore comes this heavenly designer residence known as Eden.

It wears the name well with the 1049sqm, 4-bedroom, 3-bedroom, 7-car garaging home set on 1.61 hectares amongst the trees and botanical-like native gardens on one of the largest waterfront reserve parcels on the Noosa North Shore.

The façade boasts modernist, geometric lines, combined with a palette of strategically placed hanging gardens, natural stone, timber, glass – with the water’s edge merely an extension of the front garden.

From the portico and atrium entrance, generosity is the word that comes to mind. Inside, elevated finishes of marble flooring decorate while light pours through the home via walls of glass offering panoramic water and garden views.

Inside, the major living spaces seamlessly open out on three sides to terraces, sun decks, a gazebo and a pool with Balinese volcanic rock tiles.

The ideal entertainer, the kitchen sees an oversized butler’s pantry with a marble-topped island breakfast bar and Miele dishwasher and ovens, a double-height wine fridge, and banks of storage.

The home is split into what can be best described as suites. The ground floor sees a guest suite with sitting room, ensuite and walk-in-robe. Elsewhere, upstairs has a 2-bedroom, 2-bathroom master retreat complete with its own living area – again, complete with water views.

Separate is the north wing. Here one finds the king master suite with wide views of the Noosa River mouth and Noosa Heads. The suite is complete with its own private balcony, freestanding bathtub (part of the open bathroom) walk-in robe, dressing room and dedicated office area.

Only 5-minutes by boat across the river to Noosaville’s Gympie Terrace, and a little further on is vibrant Noosa Heads and its restaurants and shopping.

The listing is with Tom Offermann Real Estate’s Nic Hunter (+61 421 785 512). Price guide: $7 million; offermann.com.au

Oracle’s Larry Ellison Buys Palm Beach Mansion

Oracle co-founder Larry Ellison has purchased a North Palm Beach mansion from hedge-fund manager Gabe Hoffman, the founder of Accipiter Capital Management, for $80 million, according to two people familiar with the deal. The property sold for just above its $100 million asking price.

Mr. Ellison could not immediately be reached for comment.

The oceanfront compound has over 158-metres of ocean frontage in the ultra-pricey Seminole Landing neighbourhood, according to the listing. Seminole is a gated community with 24-hour security.

The estate is one of the priciest ever to have traded in Florida. PHOTO: DOUGLAS ELLIMAN

The 1440-sqmTuscan-style property has seven bedrooms, a home theatre and a wine room. It also includes a tennis court and is one of a handful of properties in Florida where someone could land and take off in a helicopter from the estate, according to the listing.

The property sold for slightly above its asking price. PHOTO: DOUGLAS ELLIMAN

Mr. Hoffman bought the main parcel in 2012 for US$17.5 million and put the house on the market in June 2020, records show. He was not immediately available for comment.

Chris Leavitt and Ashley McIntosh of Douglas Elliman represented Mr. Hoffman. Tonja Garamella of Douglas Elliman represented Mr. Ellison. Both sets of agents declined to comment.

Electric-Vehicle Startup XPeng Bets On Tech That Tesla Rejects

GUANGZHOU—Once a Tesla Inc. fan who owned four of its vehicles, He Xiaopeng, co-founder of Chinese electric-vehicle startup XPeng Inc., now wants to overtake the car company that originally inspired him.

While acknowledging Tesla as an inspiration, Mr. He said XPeng—one of three Chinese EV companies listed in the U.S.—can win using innovation, an area in which Chinese technology companies have become increasingly formidable.

“We have a saying in China,” Mr. He said in an interview Wednesday at XPeng’s headquarters in the southern city of Guangzhou. “To defeat someone, you need to do something different.”

XPeng, alongside its U.S.-listed peers Li Auto Inc. and Nio Inc., has taken investors on a wild ride over the past eight months.

The company’s August listing on the New York Stock Exchange valued it at US$8 billion. By November its value had jumped to nearly $58 billion. Now it is back down to about US$27 billion. In March, the Shanghai-based research firm Hurun Report said Mr. He was worth US$11 billion.

XPeng unveiled its third production vehicle, the P5 sedan, in Guangzhou on Wednesday. Deliveries of the P5, which is said to have approx. 600km driving range, are due to start this year. The company didn’t announce the car’s price, though it will be lower than the in-production P7 sedan, which starts at roughly $60,000 and is a direct competitor of the made-in-China Tesla Model 3, which costs the equivalent of about $66,900.

XPeng began low-volume exports to Europe in December and plans to enter the U.S. market in the future.

Considered by some analysts as the most tech-centric of China’s EV players, Xpeng deploys a voice-operated user interface in its cars, and an autonomous-driving system for use on stretches of highway with 5G internet coverage.

It recently tested the software by sending a fleet of its cars on a 3540km trip from Guangzhou to Beijing, and logging 0.71 human-operator interventions per 100 km—a new benchmark for self-driving cars, the company claimed. On the roughly 320km Shanghai to Nanjing leg attended by the Journal, the car’s human operator intervened once, swerving when the car failed to notice a bus changing lanes ahead.

XPeng claims its autonomous-driving systems, which have previously used radar and cameras, will be significantly enhanced by the addition of lidar, which uses lasers to scan the vehicle’s surroundings—and which Tesla Chief Executive Officer Elon Musk has dismissed as a waste of money. Xpeng says the new P5 is the first Chinese EV that comes with lidar as standard.

XPeng sold 13,340 vehicles in the first quarter of 2021 and likely needs to sell as many cars every month to break even, said Tu Le, founder of Sino Auto Insights, a consulting firm. Mr. He said in the interview that he was focused on building revenue and growing XPeng’s reputation, rather than on profit.

Tesla sold 69,280 vehicles in China in the January-to-March period, according to the China Passenger Car Association, while Nio sold 20,060 cars.

XPeng is in a strong position as a car company whose main asset is its software, Mr. Le said. “The post-1990s generation in China are all digital natives, and they like Chinese brands,” he said. “What XPeng is doing plays very well with that young Chinese consumer.”

At a moment of rising nationalism in China, homegrown brands have generally been gaining ground on Western ones among local consumers, from clothing to cars.

Mr. He this month announced plans for a third XPeng plant in Wuhan; its second plant, in Guangzhou, is still being built. The three plants will give the company an expected production capacity of 300,000 cars a year.

XPeng last year unveiled a prototype flying car that Mr. He said was far from being a gimmick and potentially key to the company’s future. The company’s growing fleet of EVs is just a starting point for a company with ambitions to define “the future commute,” he said.

Originally a computer programmer, the 43-year-old Mr. He, who comes from the central city of Huangshi, founded UCWeb Inc., a mobile-browser developer, in 2004. He sold the company to Alibaba Group Holding Ltd. a decade later in what was then China’s biggest internet merger, and worked as a senior Alibaba executive until 2017 before leaving to run XPeng, which he had co-founded as an investor in 2014.

The birth of his son in early 2017 jolted Mr. He into starting something new, he said. He settled on EVs despite having no automotive background and, by his own admission, regarding the overheated EV sector as “a crazy business.”

“I wanted my son to think that he had a cool dad,” he said.

Unable to persuade Alibaba to let him develop an EV in-house, Mr. He joined XPeng as full-time chief executive and brought the e-commerce giant on board as an investor. Alibaba owns 12.5% of the company, while Mr. He holds 22.7%. Alibaba didn’t immediately respond to a request for comment.

Mr. He said he only fully realized the difficulty of teaming software engineers with car mechanics when the company produced its first working prototype in late 2017.

The XPeng team was moved to tears when the vehicle rolled out: Engineers wept with joy because the machine worked, while the software developers were heartbroken because to them the unpainted and incomplete test-model “looked like trash,” Mr. He said.

The experience taught Mr. He and his software colleagues that developing a competitive car would be an arduous, years-long process.

Mr. He said his priority was to build XPeng into a global company rather than to outflank Tesla or other competitors, but there is open enmity between Mr. He and the company that once inspired him.

In 2019, Tesla filed a lawsuit against a former employee who had quit Tesla to join XPeng, alleging that he had downloaded its Autopilot source code with a view to handing it over to his new employer. XPeng was never a party to the legal case and said it is “confident we have engaged in no wrongdoing.”

In November, Mr. Musk trashed XPeng’s autonomous-driving system, saying on Twitter that “they have an old version of our software” and alleging that intellectual-property theft “was just an XPeng problem. Other companies in China have not done this.”

Mr. He fired back on Weibo. “It seems XPeng’s next-generation autonomous driving architecture…has made someone in the West feel very upset,” he said.

“Elon Musk is an amazing person and a great entrepreneur, despite some flaws,” Mr. He said in the Wednesday interview. Tesla didn’t respond to a request for comment.

Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 15, 2021.

Unemployment Continues To Decline

The unemployment rate has continued to decrease according to the latest data from the Australian Bureau of Statistics (ABS).

The monthly Labor Force statistics, which tallies data from the period of March 2021 – notably before the end of the JobKeeper program – saw another 70,700 jobs added.

The latest figures put unemployment at 5.6%, just 0.4% above where it was prior to mass job losses at the beginning of the COVID-19 pandemic.

Further, the participation rate increased to 66.3%, up 0.2%, while the underemployment rate decreased to 7.9% from 8.4% according to official figures.

The survey notes that the end of the JobKeeper wage subsidy on 28 March 2021 will be reflected in Labour Force statistics for April and May 2021, with the April survey’s reference period for 4-17 April 2021.

Around the country, Queensland enjoyed the greatest change in employed people month-to-month (+0.9%) with all states and territories registering positively aside from South Australia (-0.1%), Northern Territory(-1.2%) and Australian Capital Territory (-1.1%).

 

China’s Message to America: We’re an Equal Now

It quickly became obvious in Anchorage, Alaska, last month that Chinese President Xi Jinping’s diplomatic envoys hadn’t come carrying olive branches. Instead they brought a new world view.

As Biden administration officials expected in their first meeting with Chinese counterparts, Yang Jiechi, Mr. Xi’s top foreign-policy aide, and Foreign Minister Wang Yi asked them to roll back Trump-era policies targeting China. Beijing wanted to restore the kind of recurring “dialogue” Washington sees as a waste of time, say U.S. and Chinese officials briefed on the Alaska meeting.

Mr. Yang also delivered a surprise: a 16-minute lecture about America’s racial problems and democratic failings. The objective, say Chinese officials, was to make clear that Beijing sees itself as an equal of the U.S. He also warned Washington against challenging China over a mission Beijing views as sacred—the eventual reunification with Taiwan.

That is a big shift for Chinese leaders, who for decades took care not to challenge the U.S. as the world’s leader and followed the dictum Deng Xiaoping set decades ago: “Keep a low profile and bide your time.” Some senior Chinese officials privately—often sarcastically—called the U.S. Lao Da, or Big Boss.

Now Mr. Xi is reshaping the relationship. As far as he is concerned, China’s time has arrived.

“China can already look at the world on an equal level,” he told the annual legislative sessions in Beijing in early March, a remark widely interpreted in Chinese media as a declaration that China no longer looks up to the U.S.

The U.S. routinely describes China as a strategic rival, but Beijing has rarely if ever used such terms, emphasizing terms like “win-win” and cooperation.

“One of the more obvious changes in China’s attitude is that China now recognizes the existence of competition, which was never expressed in the past,” says Wang Huiyao, an adviser to China’s State Council and president of the Center for China and Globalization, a Beijing think tank.

The increasingly contentious relationship has created competition for allies, with American diplomats jetting to Japan, South Korea and Western Europe, while Chinese equivalents sew up deals in Southeast Asia, Russia and Iran.

Competitive relationship

Mr. Yang’s warning in Alaska on Taiwan reunification is an ominous inkling of how a competitive relationship between the world powers could lead to conflict.

The U.S. is committed to helping Taiwan preserve its autonomy under pledges including the 1979 Taiwan Relations Act, and the Biden team trumpets its plans to strengthen economic and political links to Taipei. Mr. Xi has made reunification with Taiwan, which Beijing regards as a breakaway province, a big part of his “China Dream” of national revival.

China’s Foreign Ministry says of Mr. Yang’s Anchorage warning: “The Chinese side pointed out that the Taiwan issue is related to China’s sovereignty and territorial integrity and China’s core interests.” It adds that “There is no room for compromise.”

There is little sign of imminent Chinese actions to take back the island, though there have been plenty of symbolic gestures. Soon after the Alaska meetings, Mr. Xi inspected Fujian province, across the strait from Taiwan. Chinese aeroplanes in recent weeks have stepped up incursions into Taiwan’s air-defense zone.

Days after the Alaska encounter, the White House’s China coordinator, Kurt Campbell, told a private conference hosted by the University of California at San Diego that Beijing had become “impatient” at the pace of reunification, according to participants.

Adm. Phil Davidson, who heads the U.S. Indo-Pacific Command, warned the Senate Armed Services Committee earlier in March that China could try to take control of Taiwan by decade’s end, perhaps in as little as six years. China might act rashly, says a senior U.S. official, because of an exaggerated belief that the U.S. is a declining power.

Relations between the countries plummeted during the Trump administration. After both sides fought a two-year trade war to a wary truce, the U.S. president blamed Beijing for unleashing the coronavirus. China rejected the charges and labelled Secretary of State Mike Pompeo a “doomsday clown.”

After Mr. Biden’s election, academics and officials in Beijing reached out to American contacts to try to figure out whether the new administration would change course. They were quickly discouraged.

Even before Mr. Biden took office, Chinese diplomats sought to schedule a high-level meeting between the two sides, people close to the matter say. Biden officials never approved the request and instead repeatedly talked about working with allies to confront China.

China’s concerns were reinforced in January, when Mr. Biden’s choice for secretary of state, Antony Blinken, used his confirmation hearing to declare that China had committed genocide against Uyghur Muslims in the northwestern region of Xinjiang. China has called the charge “the lie of the century.”

The Biden team shares its predecessor’s view of China as America’s greatest military, technological and economic challenger. From the new administration’s perspective, Chinese provocations never ceased. Beijing cut off imports from Australia over its call for an investigation into the origins of the coronavirus, skirmished with India over the countries’ Himalayan border and sought to intimidate Philippines and Vietnam ships in the South China Sea.

Beijing, as Chinese officials put it, sought to “duo hui hua yu quan,” or take back the narrative. China’s diplomats and state-media outlets aggressively denounced Western meddling in its domestic affairs and heralded China’s rise.

Before the Alaska meeting on March 18 and 19, the U.S. signaled a muscular approach. President Biden met online with the leaders of India, Australia and Japan. Mr. Blinken and Jake Sullivan, the national-security adviser, flew to Tokyo and Seoul to confer with security counterparts and insisted that Messrs. Yang and Wang fly to Alaska for the U.S.-China session rather than meeting in Asia. A day before the Anchorage meeting, the U.S. expanded sanctions against two dozen Chinese officials over the repression of Hong Kong’s pro-democracy protesters.

Some U.S. foreign-policy experts thought the Americans went overboard, including Jeffrey Bader, a senior China official in the Clinton and Obama administrations, now a senior fellow at the Brookings Institution. “The more you assert you’re not a declining power,” he says, “the less convincing you are.”

With cameras rolling in Anchorage, Mr. Blinken briefly criticized China’s actions in Hong Kong and Xinjiang and threats against Taiwan. Mr. Yang, a member of the Communist Party’s ruling Politburo, gave his blistering 16-minute rejoinder, which the Chinese officials say was meant to show China’s new world view.

After rattling off his country’s achievements under Mr. Xi, he said China wouldn’t follow “what is advocated by a small number of countries as the so-called rule-based international order.” He criticized the U.S. as having “deep-seated” human-rights problems and declared that “the U.S. itself doesn’t represent international public opinion.”

After the doors closed, say the officials briefed on the meeting, the Chinese laid out the differences between the nations in three categories. The first category was what could be dealt with fairly easily.

The second would require more negotiations. Issues involving both sides relaxing restrictions on diplomats and journalists belong to the first two groups.

The third category, largely concerning China’s sovereignty, was off limits.

On the second day, the diplomats addressed Taiwan. Control of the island has been a Communist Party goal since Mao Zedong’s forces drove Chiang Kai-shek’s Nationalist government there in 1949.

As he turned to the West after Mao’s death, Deng made clear that reunification could wait while China focused on developing its economy. For Mr. Xi, the wait is wearing thin. As Mr. Xi heads for an unprecedented third term as China’s leader late next year, his talk of national revival has broad support. There is little that would cement his legacy more forcefully than bringing the island back into Beijing’s fold, China watchers say.

In Anchorage, the U.S. reaffirmed its adherence to the “One China” policy, under which Washington agrees not to recognize Taiwan as an independent nation, but also reiterated pledges to help Taiwan economically and militarily.

“The Chinese are concerned about a slippery slope of Biden doing more and more on Taiwan,” says Bonnie Glaser, a China analyst at the Center for Strategic and International Studies. “They are using their ever-expanding tool kit to put pressure on Taiwan and signal the U.S. it better be careful.”

Sharp departure

Beamed back to China, Mr. Yang’s lecturing made him a national hero. It also represented a sharp departure from the policy of cooperation with the U.S. that Deng had adopted shortly after the two countries established diplomatic ties. “As we look back, we find that all of those countries that are with the U.S. have become rich,” Deng told aides in 1979, according to official accounts, “while all of those against the U.S. have remained poor. We should be with the U.S.”

That principle guided his successors. Jiang Zemin pushed through Beijing’s negotiations with Washington to get China into the global trading system in 2001. He wooed American and other CEOs to showcase the country’s greater opening to the world. The next leader, Hu Jintao, went further in following the U.S. lead. During the 2008 financial crisis, Mr. Hu signed up to a plan laid out by President George W. Bush to stimulate the Chinese economy to help lift the world from recession.

Mr. Xi started his reign on a similar path. His “China Dream” slogan nodded to the appeal of the American Dream. In late 2017, he entertained President Donald Trump at a private dinner in the Forbidden City, despite Mr. Trump’s threats to punish China.

“We have a thousand reasons to get the China-U.S. relationship right,” he regularly told Chinese underlings and foreign visitors, “and not one reason to spoil it.”

But as the Trump administration piled tariffs on Chinese imports and blacklisted major Chinese companies, which it argued were stealing U.S. intellectual property and helping to build up the Chinese military, Mr. Xi soured. From his perspective, the U.S. had become an unreliable partner, and he worked to make China less reliant on America, especially on technology.

In Beijing’s corridors of power, Mr. Trump was derisively known as “a great unifier”—America’s aggressive actions were unifying support in China for the party and Mr. Xi.

America’s chaotic pandemic response, followed by a summer of racial upheaval and the Jan. 6 Capitol storming, solidified his faith in the Chinese system’s superiority, Chinese officials say. In internal meetings, they say, he compares American democracy to “a sheet of loose sand” and declares that the one-party system allows him to get things done.

With Mr. Biden in the White House, China has continued a hard-line approach, signalling that companies not following Beijing’s rules will lose access to the Chinese market. Swedish clothing brand Hennes & Mauritz AB recently met with a strong social-media rage and consumer boycott in China over its stance against sourcing cotton from Xinjiang. Chinese authorities have restricted military personnel and employees of certain state-owned companies from using electric vehicles made by America’s Tesla Inc., citing national-security risks including concerns about the cars’ cameras. H&M declined to comment. Tesla, which didn’t respond to requests for comment, said last week that its cameras aren’t activated outside North America.

“Nobody has forced them to stay in China,” Mr. Yang said in Anchorage, regarding U.S. companies doing business in China.

Search for allies

Since the Alaska meeting, the competition has played out in a search for allies. Within a week, Mr. Blinken organized joint condemnation of China’s Xinjiang policy with Canada, the European Union and the U.K., which included the first EU human-rights sanctions on China since the 1989 crackdown on Tiananmen Square protesters.

Even Japan, typically wary of angering China, its largest trading partner, appears to be tying itself more tightly to the U.S. Last week ahead of a trip by Prime Minister Yoshide Suga to Washington for an April 16 summit with Mr. Biden, Foreign Minister Toshimitsu Motegi called on Beijing to improve human rights conditions for Uyghurs and stop the Hong Kong crackdown.

Mr. Wang, the foreign minister, met his Russian peer in late March, prompting the nationalist Chinese newspaper Global Times to headline, “China, Russia to break US hold on ‘world order.’ ” Then he travelled to the Middle East and signed a wide-ranging economic and security agreement with Iran.

Countries like India are trying to avoid getting caught between the two sides. Mr. Biden’s plan to hold a Summit for Democracy will sharpen the divide.

China retaliated against the EU sanctions by blacklisting European lawmakers and think tanks, although that might make the EU parliament’s ratification of a pending investment treaty with China more difficult.

“It’s a high-stakes gamble for the Chinese,” says Daniel Russel, a former Obama China official, now a vice president at the Asia Society Policy Institute, a think tank. “But it’s not a gamble they are certain to lose.”

 

 

 

Health and Fitness Tracking Goes Mainstream

Since September, Jeanette Cajide has armed herself with an Elite heart-rate variability monitor. And a temperature-controlled mattress pad. And a Levels continuous glucose monitor. And an Oura Ring that also measures heart-rate variability along with resting heart rate, respiratory rate and temperature. “Yeah, I’m a little crazy on the devices,” says Ms. Cajide, director of strategy and operations at consulting firm Clareo.

She’s got good reason. After returning to competitive figure skating four years ago, she won a national championship. Then last September, she broke her leg while landing an Axel jump. Ms. Cajide, who is 44 years old, competes again in eight weeks—against many skaters half her age.

She is trying to override nearly two decades as a “sedentary adult,” working in tech and investment banking. “I’m trying to make up for lost time. It’s me against time,” she says. “The sensors and data allow me to optimize for getting the most mileage out of my body.”

There is no escaping the Quantified Self movement. Measuring biomarkers used to be the preoccupation of extreme athletes and extreme geeks. No more.

“I think the attitude is shifting. The seriousness of the pandemic has made people realize that gosh, isn’t it a good idea to have a sensor,” says Michael Snyder, chairman of the department of genetics at Stanford University’s School of Medicine, whose research, among other studies, indicates data from smart watches—alterations in heart rate, steps and sleep—can be used to detect Covid-19 as early as nine days before symptoms.

Until relatively recently, health-minded people were excited to track their steps and heart rate. Now they can perform their own urine and blood tests, conduct body-fat scans and monitor their emotions. Soon they may be able to monitor their rate of aging to take steps to slow it down. Rings, watches, patches and apps that monitor biomarkers have taken off, buoyed by a pandemic that alerted everyone to “underlying conditions” they might not be aware of.

Fitness and tech companies, already adroit marketers, jumped on the opportunity, intriguing people like Ms. Cajide. They “have created this persona of somebody who’s striving and they’ve done a really good job of it,” says Joe Vennare, co-founder of Fitt Insider, which produces a newsletter and podcast and invests in health, wellness and fitness. Fitness-tech startups raised $2.3 billion in 2020, 30% more than the year before, according to market-intelligence firm CB Insights.

People who track their data are constantly sharing online. One recently tweeted a graph comparing her heart rate: “me walking alone, hauling it: 140 bpm vs. me walking normal with my friend: <110 bpm.” Another boasted that since he began wearing a sleep-tracking device, he has averaged 8.25 hours of uninterrupted sleep a night. Another tweeted eight separate graphs of jagged green and blue lines with an ominous question: “Anyone have heart rate or respiratory rate peaks in the night that is DOUBLE their normal value? I don’t know if this is a medical problem or just the measuring device.”

Self-trackers often fixate on factors that might influence their performance. “It’s interesting to look at these things and learn about yourself. They can help you understand things you couldn’t unearth on your own,” says Chris Bailey, co-founder and chief technology officer of startup NatureQuant and an endurance mountain biker. He’s currently testing the Apollo Neuro, which isn’t a tracker, but is considered another bio-hacking device designed to increase heart-rate variability and optimize performance. Worn on the wrist or ankle, it is designed to reduce stress and recalibrate the nervous system using varying-frequency vibrations that can be programmed to make you more alert in boring meetings, focus better during cognitive or athletic activities and recover more quickly after physical exertion. Mr. Bailey’s early verdict: “It’s a little hard to tell. It helps with focus a little bit, maybe, but it’s certainly not something that 2Xes your performance.”

Individuals react differently to caffeine, pasta, late nights—almost everything. Last year, Whoop added a journal to its sleep-tracking app. In the journal, users can log more than 70 behaviors to see how, over time, they might affect sleep and performance. Activities include taking medication like Advil, drinking wine, reading before bed and having sex. In a podcast introducing the change, Whoop executives said users had frequently requested the sex-tracking feature. For some, sex can raise core body temperature which is counterproductive to sleep, the company explained, so you might want to take that into account the night before a big event.

As for alcohol: Not a good idea, according to Whoop. While many people think alcohol helps them sleep better, it disrupts the repair and recovery that is supposed to happen during slumber. It interferes with physically restorative slow-wave sleep and it “crushes” your mentally restorative REM sleep, Emily Capodilupo, now Whoop’s vice president data science and research, explained in a company podcast. It messes with your heart rate, suppresses recovery and increases the chance of injury.

When Ms. Cajide, the figure skater, heard about sleep tracking, she thought it was silly. “I don’t care what happens at night,’” she recalls thinking. Then she learned the significance of heart-rate variability—not heart rate, which is beats per minute—but the variance in the length of time between heart beats. HRV is a key indicator of how fit, recovered and ready you are to perform, and can be greatly affected by the quality of your sleep. “I went down the rabbit hole,” she says.

Now she wears a continuous glucose monitor—a patch attached to the underside of her arm. Its data displays on her phone, telling her what foods are spiking her glucose and how efficiently she is managing her energy. She programs the temperature of her mattress pad to gradually fall to 62 degrees in the middle of the night, to bring down core body temperature and thus positively influence her heart rate and HRV. So far it has gotten those metrics to their “best points mid-sleep ever,” she says.

She uses her Fitbit as an alarm clock because its vibration doesn’t spike her heart rate and scramble her metrics. Then she checks the data from her Oura Ring and compares it to that of her Elite HRV, “to make sure they’re giving me the same information.”

The information tells her how hard to train—whether she will attempt an Axel, the jump that resulted in her broken leg last fall. Her current program includes two. “On a good recovery day, I’m more comfortable taking risks,” she says. That is crucial because she has only recently recovered but competes again in just eight weeks.

Dr. Snyder at Stanford understands the obsessiveness. He wears four smart watches, two on each wrist, to figure out what variables are the best to measure and “also sometimes one will run out of batteries.” He believes Ms. Cajide’s kind of self-tracking is critical to the future of healthcare, saying, “If people really care about their own health, they are going to have to take charge.”

Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 12, 2021

Amazon Could Be Worth US$3 Trillion in Three Years, Analyst Says

In a research note on Tuesday, Jefferies analyst Brent Thill lays out a case that Amazon (Ticker: AMZN) can reach US$5,700 a share over the next three years, a potential 70% gain that would boost the company’s valuation to nearly US$3 trillion.

Thill, who maintains a Buy rating on Amazon shares with a current price target of $4,000, notes that the stock has been stuck in neutral since last August, but thinks the stock will outperform again when the market gets clarity on the direction of the core retail business. He cautions that overall revenue growth will be a key driver of stock performance and that the shares could be range-bound until moving past what he warns will be a tough June quarter comparison. But for the long haul, he’s all in.

The analyst asserts that Amazon Web Services is the company’s most valuable business, and one that is well-positioned for further strong growth. He thinks AWS could be worth $1.2 trillion in three years, as more corporate computing workloads shift to the cloud. (Barron’s notes there are only four companies with market caps higher than that: Amazon itself, Apple, Microsoft and Alphabet.)

In a finding that could surprise some investors, Thill thinks the company’s advertising business could be worth more than $600 billion in three years. “As Amazon becomes an increasingly important channel for [consumer-packaged goods] companies, we believe a portion of their spending will shift toward search and product placement,” he writes. “In addition, we think Amazon has the opportunity to expand advertising further in international and new channels like Prime Video.”

As for the core retail business, the analyst estimates the value three years out at US$1 trillion, about US$700 billion of that for the third-party seller business. “[Amazon] Prime adoption and a broader shift to e-commerce have driven an acceleration in growth,” he writes. “We believe the length of the pandemic has served to engrain consumers’ increased reliance on e-commerce.”

Thill is careful to say that his sum-of-the-parts analysis is simply illustrative and doesn’t reflect his official price target. But he adds that viewing Amazon over a longer time period “helps provide perspective in the face of near-term disruptions/volatility from the pandemic.” He also thinks Amazon’s discount to its underlying asset value can narrow over time. And Thill points out that he is not including any value for its new healthcare business, which he notes is addressing a $350 billion U.S. market.

Amazon closed Tuesday at US$3,399.92, up 0.6%.

Reprinted by permission of Barron’s. Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 13, 2021.

Interview: Chris Wilkinson, Architect / Founder WilkinsonEyre

Crown’s One Barangaroo has forever changed the drab Sydney skyline. Acclaimed international architect Chris Wilkinson – of WilkinsonEyre and the man responsible for the project – opens up about the impressive legacy project he labels an ‘inhabited sculpture’.

Kanebridge News: A very broad question, granted, but in your opinion, what are the fundamentals of good architecture?

Chris Wilkinson: I would say that there are several important factors. A building in context is very important. I really don’t like the idea of having a design for a building and then finding a site for it. You start with the site and then you work from there. Linked to that is the whole ‘placemaking’ situation where you’re trying to create interesting places to visit, and the architecture is part of that. I’m also interested in both art and science; technology and innovation are very important. I like the idea of using the latest technology in architecture, and looking at ways to make something interesting out of it.

KB: It’s impossible to match the pace of new technology, though…

CW: Technology is, of course, moving at a pace, yes. But I do think, on the whole, it’s for the better, rather than anything else, because we can do things that we couldn’t have dreamt of before. Building Barangaroo now would have been very difficult 10 years ago because of the way they manufacture systems, construction methods… they have all evolved.

KB: Before we enter into a detailed discussion about that specific build, what do you make of Sydney’s cityscape in general?

CW: Like all cities, there’s good and bad. There’s some brilliant buildings in Sydney, but I suppose, when you look at the centre, the skyline, you’re seeing a lot of buildings from the 1960s. I’m not saying they’re bad, but they’re of their time. I do think there are some fantastic modern buildings, like Finger Wharf in Woolloomooloo, where things evolve—they’ve been updated and sensitively done. What’s interesting is that Sydney has got great aspirations. That’s what’s exciting for us, because I think there are aspirations to create some beautiful buildings, and some beautiful places to visit. So Sydney, it’s already great, but it’s going to evolve more. It’s a world destination, but it could get better.

KB: There’s one Sydney building that’s caused some recent consternation—the Sirius building in The Rocks. Due to a focused and loud public outcry, original plans to level this brutalist structure have recently been rescinded, and future proposals now involve preservation and refurbishment. What are your thoughts on the original design? Would you want to demolish such a building?

CW: I think it’s a building you must keep—it’s of its time and we need to keep that, we need to keep the story of how it was. It’s really like the Barbican in London—
it’s brutalist and all, but it’s also very strong and has a big impact.

KB: One Barangaroo sits not too far from the Sirius building, and is another project set to make its mark on the city. This is an ambitious build. Was it always part of the plan to go big or go home, so to speak?

CW: Well, the brief was extremely detailed. We knew exactly how much accommodation and how many rooms—which is good, because if you’ve got all the facts you can start working on it. And then there was a mid-term interview, which was a really helpful way of doing things. At that stage, you’re throwing ideas around—and in this instance we had a very positive conversation. And then when we went into the final stage, the last six weeks, we were able to develop our ideas, meaning we began the build with some confidence.

KB: Can you talk us through the design inspiration for the tower.

CW: I always had a feeling that the site needed a sculptural building. And I went into the final presentation saying that we wanted to design an inhabited sculpture, which is quite a strong thing to suggest. There were these sketches that came from a competition that I entered with my wife and son, and among them was an idea for three petals twisting as they rise up… I was looking for something completely new and it just looked exciting to me.

KB: There’s a notion of architecture being the bridge between art and science. How much does art influence your approach to architectural design?

CW: I’m a bit mixed. I sit on the art side, but then, as I said earlier, I’m also very interested in technology and the engineering aspects of buildings.

I started painting when my wife went to art school as a mature student. I began drawing and then moved more into abstract painting. But it’s very difficult. It took me a long time to get anywhere, so I carried on drawing in my normal ways in architecture. When I draw I’m the architect, and when I’m painting I’m more of an artist. But my approach to architecture has been opened up by the work I was doing as an artist. It gave me a certain liberty and confidence, and now I feel like I’m more prepared to take risks and push things as far as we can. Whereas in studying architecture, there’s an obligation for the buildings to ‘perform’. Of course, they always have to perform, but it’s a matter of how you approach it.

KB: Back to the design of One Barangaroo. Ever since you won the competition in 2013 and plans for the site were made public, there have been loud criticisms regarding the proposed height. Do you think those attitudes have changed now that people can see the building at its tallest and because, well, we’re seven years on?

CW: The politics of height is the same in almost every city actually, where there’s a reluctance to allow tall buildings. But the reality is, when it’s a cosmopolitan city, which is expanding in many places, you’re only going to end with a bit of a sprawl, or you densify the centre and go up. Of course, there are implications for densifying the centre, but I think Sydney is spread out enough. The idea of going off and densifying the suburbs doesn’t seem right to me because you tend to lose the power of the city. And in the Sydney CBD, there were a lot of buildings of a certain period… there was an opportunity to replace them, which is exactly what’s happening now with taller buildings.

KB: Ultimately, One Barangaroo is set to define the Sydney skyline. It’s likely to become a symbol, one that enters the culture of the destination. Do you think that the idea of buildings as ‘cultural capital’ has altered the way architects think about designing structures such as this?

CW: I’d say yes, but for the better. Because when you go to a city, your reactions are related to the architecture and the spaces around it. So why wouldn’t you want it to be good architecture and interesting—it’s a logical thing.

KB: The One Barangaroo tower is also an intrinsic part of Sydney’s urban regeneration, isn’t it?

CW: Absolutely. Often these post-industrial areas suddenly become popular and fashionable places—but to transform them you have to get it right. We’ve been working in Kings Cross and on Battersea Power Station in London, both urban regeneration projects, and there is a kind of pre-requisite to make them interesting and attractive without them being superficial. Kings Cross was a no-go area 15 to 20 years ago. Now it’s one of the most popular places in London. That’s all about the mix of uses and the quality of the public spaces as well as the architecture.

KB: Is an eco-conscious approach now key to design and what’s delivered?

CW: It is a chance to innovate, it really is. And it’s a most important subject on our agenda. We’ve done some projects which are really fundamental to it. [Singapore’s] Gardens by the Bay, for instance, is all about climate and the effects of climate change. What we’ve done there is build two artificial environments. We created a Mediterranean climate, which is an endangered climate, and a ‘cool moist’ climate, which is a mountain climate. Very few places in the world get both, and we’ve recreated those under a glass dome. Most of the energy is created on site, so it’s not like we’re stripping the grid to make this. We proved that you can do it. In the worst situations, we may need to have an artificial environment one day. Architecturally, we’re conscious of the want and pursuit of sustainability, and believe that we’ve been at the forefront of that. I believe that the only way we are going to fix the problems of the future is through technology. You could build a house with straw bales, and it would be sufficient, but you can’t build a central office building with the material—the only way you can build an office is through technology. And this is where we’re going to progress, through all the new ideas that go into how we can create sustainable buildings. It really is the most important thing. And everyone needs to look at it.

KB: And what do you hope its legacy will be 25 years from now?

CW: I haven’t really thought about that—but I hope that it will be of its time. Good for its time. Maybe even slightly ahead of its time. Obviously, in 25 years’ time, it’ll be of this period, and I hope that it will still be appreciated as a good example of this generation.

Crown Sydney One Barangaroo is now open, with a 349-room hotel, 14 restaurants and bars, and selected retail outlets. Crown Residences, located on the upper levels, are set to become habitable during the first half of 2021. onebarangaroo.com.au

Neighbourhood Notes: Unley, Adelaide’s Leafy, Historic Suburb

As one of the country’s most affordable capital cities, Adelaide’s prestige market is unlike that of its more populous and expensive neighbours, Melbourne and Sydney.

Revered for its safety and envied for its livability, it’s a city that has thrived in the past 12 months, as fears of a fallout from the Covid-19 pandemic hit the residential property market.

In particular, Adelaide’s prestige pockets, small as they are, continue to attract buyers as locals, interstate and international buyers, flock to lifestyle properties and quality homes in blue-chip locations.

The city’s best-performing market in 2020 was the City of Unley, encompassing the prestigious inner-city suburbs of Unley Park, Malvern, Hyde Park, Unley and Wayville. The performance of these areas confirmed its long-held position as one of Adelaide’s most expensive residential areas.

It’s been 150 years since the formation of the City of Unley, once a collection of small villages sitting on the southern boundary of Adelaide’s central business district.

Land was used mainly for farming, orchards, grazing and dairy before expansion began in the 1870s into the early 1900s. The improved access and establishment of new villages doubled the population from 11,000 in 1891 to about 22,000 in 1906.

Significant development occurred during the early 1900s and the area was almost completely subdivided by the end of the 1920s, with the population fluctuating in the following years. It’s remained stable at 39,000 for the past decade, with slight increases only due to a growth in medium density houses, as large blocks and planning permission has allowed for luxurious and modern townhomes.

Collectively, median house prices in the Unley local government area increased almost 19% in the year to December 2020, according to the Real Estate Institute of South Australia (REISA).

In the final three months of the year, 96 houses changed hands at a median price of $1.095 million, a 2.82% rise over the previous quarter and an 18.83% increase year on year

Lifestyle, stunning architecture, proximity to the city and access to exclusive schools are among the top reasons for the area’s recent growth, attracting local families while luring back South Australian expatriates, keen to enjoy Unley’s affluent suburban lifestyle.

Boundaries

A largely residential area immediately south of the Adelaide central business district, Unley includes the suburbs of Eastwood, Frewville, Fullarton, Glenside, Glenunga, Goodwood, Highgate, Hyde Park, Kings Park, Malvern, Myrtle Bank, Parkside, Unley, Unley Park and Wayville.

It measures 5.4 square miles and is bordered by Cross Road to its south, the A2 or South Road to its west and Glen Osmond Road to its east. Greenhill Road forms the area’s northern boundary, separating it from Adelaide’s extensive parklands.

 

Price Range

Unley’s best and most expensive addresses can be found in Unley Park, where the leafy streets are lined with bluestone and sandstone villas.

The median house price is almost $1.4 million based on the 25 sales in the 12 months to December 2020, according to CoreLogic figures.

An entry-level house in Unley Park costs upward of $1 million but in the current market buyers should be prepared to pay closer to $1.5 million, Sotheby’s Adelaide principal Grant Giordano said.

For bigger and more desirable or luxurious home, Mr. Giordano said buyers need to be prepared to spend between $3.5 million and $5 million.

“The exponential price rise shows no sign of abating as demand is currently outstripping supply, ensuring high levels of competition for quality housing,” Mr. Giordano said.

The best homes are located on Victoria Avenue in Unley Park, where majestic and grand historical residences occupy “a superb tree-lined street, where the canopy-style London Plane trees create an irreplaceable streetscape,’ he said.

Luxury estate agent Stephanie Williams, a partner of Williams Real Estate, added that Northgate Street in Unley Park and Cambridge Terrace in Malvern are among the most coveted spots in Unley for buyers.

“These streets are highly desirable as they are all close to shops, cafes, schools, parks and the city,” she said.

She said a “decent home” requires a minimum of $1.65 million in 2021 and up to $6.5 million for premium properties, as prices rise rapidly on the back of strong demand.

Housing Stock

The streets of Unley Park blend the grandeur of yesteryear with striking architecture and modern convenience. Beautifully preserved Victorian estates built in the late 1800s, sit alongside immaculate colonial cottages contributing to its wonderfully preserved village-like atmosphere and sophisticated charm.

Exuding character and class, the neighborhood is dotted with lavish mansions on spacious blocks, with tennis courts, swimming pools, verdant gardens and flowering jacarandas.

Many residences were built between 1850 and 1870 with grand, original features including iron lace, wraparound verandas on spacious blocks, Mr. Giordano said.

“There are some new builds in recent years, however, the predominant style of Unley and Unley Park comprises grand renovated villas,” he said.

A 1920-built sandstone villa, extensively and architecturally renovated in 2015, sold in February, is a classic example of the area’s housing style, Ms. Williams said. More than 40 groups inspected the property and multiple offers were made on one night.

Ms. Williams said the initial price guide was $3.85 million to $3.95 million, however strong competition achieved a final negotiated sale price above $4 million.

“A local family secured the property and were thrilled as it offered all the lifestyle features and location they were looking for,” she said.

This four-bedroom home on Victoria Avenue in Unley Park was sold at A$4 million in February. Williams Real Estate

What Makes it Unique

Charming heritage and lush parklands are part of Unley Park’s unique fabric and why it’s such a treasured home base for well-to-do families, professionals and creatives.

A 2.4-kilometre drive from the centre of Adelaide, it’s bordered by Adelaide Parklands and is well serviced by several community gardens, parks, playgrounds and community centres.

Leisure and recreational amenities include Heywood Park, Orphanage Park Doggie Park, Hyde Park Croquet Club, Unley Park Tennis Club and the Unley Swimming Centre.

Nearby schools include the independent Walford Anglican School for Girls in Hyde Park, which is a non-selective facility for more than 600 students, from early learners through to Year 12, including borders.

The co-educational Concordia College in Highgate caters for students aged five through to 18 and the independent Uniting Church co-educational Scotch College, founded in 1922, is in Torrens Park.

Enrollment for the two local public schools, Unley Primary School in Wattle Street, Unley for children ages 5 to 11 and Unley High School in Kitchener Street, Netherby for students ages 12 through to 18, are in high demand.

Luxury Amenities

A trendy and affluent neighbourhood, Unley is known for its boutique shopping scene, with shops such as Eco D. and Ecru selling designer fashions on King William Road, and Etienne, known for its artisan homewares and luxury gifts, on Unley Road.

Asian and modern Australian bistros and casual pizza places sit alongside dessert bars, chic cafes and refined Italian Trattorias. Pubs such as the Hyde Park Tavern and wine bars attract young professionals, while families enjoy the open space of Heywood Park with its towering gum trees and Soldiers’ Memorial Garden, where cannons and a rotunda honour those who served in WWI.

Plans for a $150 million development on Unley Road were unveiled in December, and immediately labelled a game-changer and a future landmark site that will transform the area into one of Adelaide’s premier retail, entertainment and residential destinations. The project is expected to attract major national and international brand retailers, a wellness centre, medical services, cinemas, offices, a supermarket and a discount store in an integrated multi-level layout.

Above the retail and cinema complex will be residential apartments.

Who Lives There

Families and mature couples dominate this area of Adelaide due to housing style, generous block sizes, proximity to amenities and a vast range of education options.

It’s old-school Adelaide, where the high home ownership rates of 63% demonstrate that once in Unley, families stay for a long time. In the 2019-20 fiscal year, more than $160 million worth of residential building approvals were granted in the area, indicating confidence in the area and a high rate of growth.

Census data confirms the area’s affluence with 40% of residents university educated, more than twice the state’s average. Figures collected by the Australian Bureau of Statistics shows 28% of households earn an average income of $2,500 or more a week and the same number list “professional” as their occupation.

Notable Residents

Unley’s schools can lay claim to a long list of high achievers, including artists, writers, entrepreneurs and politicians. Australian actress Sarah Snook, who plays Siobhan “Shiv” Roy in the HBO hit “Succession” grew up in Adelaide and attended Scotch College in Torrens Park. Australia’s first female prime minister, Julia Gillard, was a graduate of Unley High School.

Outlook

As of November, the trajectory of the Australian housing market reflected a recovery trend, with smaller capital city markets such as Adelaide sitting at record-high values.

The expectation is for the momentum to continue as buyer interest outstrips house listings, which remain at historic lows, according to figures from data firm SQM Research.

Since the pandemic, “quality luxury homes in exclusive locations are in higher demand than ever before, with very low supply and prices rapidly increasing,” said Ms. Williams, of Williams Real Estate.

National listings portal realestate.com.au shows Unley Park listings are receiving four times the average number of online visitors, and so far just four houses sold in 2021, including a modern villa on Ashleigh Grove, which Ms. Williams sold for $3.1 million in January.

Interior view of the four-bedroom, Ashleigh Grove villa. Williams Real Estate

“This looks like it will continue until at least the end of the year before stabilising as we are now experiencing a big influx of interstate and international buyers wanting to relocate to South Australia which is competing more and more with the local market,” she said.

Reprinted by permission of Mansion Global. Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 10, 2021.

Jack Ma’s Ant Group Bows to Beijing With Company Overhaul

Ant Group Co., the financial-technology giant controlled by billionaire Jack Ma, will apply to become a financial holding company overseen by China’s central bank, overhauling its business to adapt to a new era of tighter regulation for internet companies.

In a statement, the People’s Bank of China said Ant representatives were summoned to a meeting Monday with four regulatory agencies that also included the country’s banking, securities and foreign-exchange overseers. It said a “comprehensive, viable rectification plan” for Ant has been formulated under the regulators’ supervision over the past few months.

The directive follows an intense regulatory assault on Mr. Ma’s business empire that began with the suspension of the company’s blockbuster initial public offering in November. Ant had been on track to sell more than US$34 billion worth of stock and list on stock exchanges in Hong Kong and Shanghai, when Beijing pulled the plug on the deal after Mr. Ma criticized financial regulators in a public speech.

In January, The Wall Street Journal reported that Ant was planning to fall fully in line with China’s financial regulations by turning itself into a financial holding company, essentially subjecting Ant to regulations similar to those governing banks.

Ant, which owns the ubiquitous mobile payment and lifestyle app Alipay, will have to correct what regulators called unfair competition in its payments business and improve its corporate governance. The Hangzhou-based company will have to reduce the liquidity risks of its investment products and shrink the assets under management of Yu’e Bao, its giant money-market mutual fund. Ant will also be required to break an “information monopoly” on the vast and detailed consumer data it has collected, the central bank said.

The Economic Daily, a state-run newspaper, said in a Monday commentary that Ant’s restructuring plan reflects the central government’s recent calls for the platform economy to return to its roots and focus on serving the real economy and people.

“The underlying colour of financial technology is still finance,” the newspaper said. Formulating a rectification plan is only the first step and going forward Ant should benchmark itself against the plan to fully meet the regulators’ demands, the newspaper said.

Ant’s Alipay has more than a billion users in China. It handled the equivalent of more than $17 trillion of digital-payment transactions in the year to June 2020, originated unsecured short-term loans to roughly 500 million people and sells many insurance policies, mutual funds and other investment products.

In a statement, Ant said it “will spare no effort in implementing the rectification plan, ensuring that the operation and growth of our financial-related businesses are fully compliant.”

In addition to applying to become a financial holding company, the company said it would set up a licensed personal credit reporting company. It plans to fold Jiebei and Huabei, its two popular online personal lending services, into a regulated consumer finance company. Ant said its payment business will remain committed to serving consumers and small businesses.

“We will put our growth proactively within the national strategic context,” Ant said, adding it will “strive to create societal value.”

The regulators’ disclosure of Ant’s plan comes shortly after Ant’s sister company, Alibaba Group Holding Ltd., was fined the equivalent of US$2.8 billion by China’s antitrust regulator, which accused the e-commerce giant of abusing its dominant market position to the detriment of rivals, merchants and consumers. In addition to the record penalty, Alibaba agreed to undertake a comprehensive revamp of its operations and ensure its compliance with fair competition rules.

Mr. Ma, who is Ant’s controlling shareholder, co-founded Alibaba and still owns some stock in the company. Alibaba owns a third of Ant. Both companies—which have grown rapidly and are highly profitable—are trying hard to appease regulators and move forward for their employees and shareholders.

Last fall, Ant was on track to go public with a valuation of more than $300 billion, well above the market capitalizations of the world’s biggest banks. Less than three years earlier, in June 2018, investors had valued Ant at $150 billion following a large private capital raising.

More recent estimates of Ant’s valuation have varied widely. Many analysts and investors expect Ant’s profit potential to be reduced as it scales back some businesses including online consumer lending, which was previously its main growth driver. At the end of January, some American investment funds managed by Fidelity Investments had marked the value of their Ant shares at prices that implied a company valuation of about $230 billion, according to regulatory filings.

On Monday, Ant’s Chairman and Chief Executive Eric Jing said in an interview with a state-media outlet, The Paper, that Ant would maintain the continuity and quality of its services while it complies fully with regulations.

Mr. Jing, who retook the CEO job last month following the resignation of Ant’s other top executive Simon Hu, said the company won’t raise costs for consumers and the financial institutions it partners with.

China’s push to rein in Ant could end up limiting future developments in financial technology, said Ji Shaofeng, a former banking regulator who follows the microlending industry. “Putting everything under the scope of a financial regulator tends to discourage further technological innovation,” he said, adding Ant will have to navigate uncertainties and new rules that are in the process of being written.

Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 12, 2021.