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LAS CRUCES, NEW MEXICO / ACCESS Newswire / December 9, 2025 / As highlighted this week by The Washington Post, a perfect storm of immigration limits, caregiver shortages, and tightening government funding is placing unprecedented strain on America’s home-based care system. Traditional home care agencies-already stretched thin by post-COVID workforce losses-are now confronting an aging population that is outpacing available caregivers by millions.

Electronic Caregiver, the company behind the Addison Care virtual caregiver platform, today announced its Hybrid Home Care Model, engineered specifically to help home-care agencies expand capacity, stabilize revenue, and deliver higher-quality care despite the national labor deficit.

“The U.S. is facing a structural caregiver shortage that no amount of recruiting alone can fix,” said Anthony Dohrmann, Founder and CEO of Electronic Caregiver.
“Our Hybrid Home Care Model gives agencies the ability to serve more clients, more consistently, with better outcomes-without needing to double their staff. Addison becomes the force multiplier that fills the gaps human beings simply can’t fill today.”

The 7 Pain Points the Hybrid Home Care Model Eliminates

Drawing from more than a decade of research, industry feedback, and national datasets, Electronic Caregiver designed the Hybrid Home Care framework to directly address seven foundational pressure points experienced by nearly every agency in the country:

1. A Shrinking Labor Pool and Unreliable Staffing

Agencies report applicants who schedule interviews but never arrive, caregivers who moonlight across multiple agencies, and high churn due to burnout. Addison fills the coverage gap with 24/7 monitoring, reminders, safety features, engagement, and virtual primary care support.

2. Unpredictable Client Census and Lost Caregivers

Agencies build a stable workforce only to lose 8-20 clients within a short period due to hospitalization, skilled-nursing transfer, or death. Addison allows the agency to maintain revenue and continuity even during census volatility.

3. The Four-Hour Minimum Barrier

Most agencies cannot profitably send a caregiver across town for a one-hour visit. With Addison, agencies can monetize shorter visits, deliver continuous engagement remotely, and increase daily revenue without increasing labor.

4. Rising Acuity With Limited Human Touchpoints

Clients require more supervision and clinical awareness than ever before, yet agencies cannot double in-home hours. Addison provides daily check-ins, medication support, vitals monitoring, fall-risk insights, and early detection.

5. Family Caregivers Overwhelmed and Under-Supported

53 million Americans provide unpaid care and are stretched to the breaking point. Addison becomes their partner-offloading tasks, monitoring health changes, and escalating concerns to professionals.

6. Inconsistent Quality of Care Across Shifts

Some caregivers excel, others disappoint. Addison standardizes the baseline quality of engagement, adherence, and monitoring-closing gaps caused by variability in human performance.

7. Difficulty Scaling Revenue Without Scaling Payroll

Traditional growth requires a proportional increase in caregivers. Addison flips the model: agencies can add hundreds of Hybrid Home Care clients while maintaining leaner staffing levels and improving margins.

A New Era of “Hybrid” Care: Technology + People = Scalable Capacity

The Hybrid Home Care Model combines:

• Addison Care, a 3D, conversational, AI-assisted virtual caregiver providing continuous support, monitoring, education, medication reminders, emergency response, vitals management, and virtual primary care access.

• Human caregivers who focus on higher-value, relationship-based tasks instead of routine reminders, transportation-heavy shifts, or low-acuity visits.

• TeleCare clinicians, who track symptoms, trends, emotional well-being, and coordinate interventions with families and providers.

This model allows agencies to increase revenue per caregiver, improve client outcomes, build resiliency against staffing shortages, and offer differentiated service tiers.

“Earn Double in One Hour What Used to Take Four”

Because agencies can now support clients virtually through Addison between physical visits, the economics of home care change dramatically:

• Short-duration visits become profitable.

• Staffing shortages become manageable.

• Agencies unlock the 94% of the market that could never afford 4-hour minimums.

• Upsell opportunities increase through bundled virtual-care subscriptions.

  

A Turning Point for U.S. Home Care

With immigration restrictions limiting the inbound caregiver workforce, and with aging demographics accelerating demand for home-based care, the sector is approaching a breaking point. Electronic Caregiver’s Hybrid Home Care Model offers a practical, scalable, and immediate way for agencies to expand capacity without relying solely on a labor pool that’s shrinking every year.

“Hybrid is the future of home care,” said Dohrmann.
“Addison gives agencies more capacity, more consistency, and more revenue-while giving families more peace of mind. It’s how the industry survives the next decade.”

About Electronic Caregiver

Electronic Caregiver^® develops advanced virtual care technologies, AI-assisted monitoring, and clinical engagement solutions designed to extend independence, improve health outcomes, and scale the reach of healthcare professionals. Its flagship platform, Addison Care^®, is integrated into Medicare, Medicaid, private-pay, and B2B service models, and has been featured by Samsung, Amazon, Intel, and Athenahealth as one of the most advanced home-based care technologies on the market.

Media Contact
media@ecg-hq.com
(575) 649-7808

SOURCE: Electronic Caregiver, Inc.

View the original press release on ACCESS Newswire

By Evrima Chicago; Feature Editorial

DALLAS, TX / ACCESS Newswire / December 15, 2025 / Marie Diaz’s story is not a routine leadership biography; it is a wake-up call for corporate America. Rising from profound personal tragedy, Diaz rebuilt her life and career in a way that transformed her into one of the most respected voices in modern organizational resilience. Her work has been highlighted across leadership circles and platforms such as CEO Impact Worldwide, where her mission to help leaders drive positive change is well-recognized.

Her ideas are more than motivational talking points; they are actionable frameworks for companies struggling with fractured culture, emotional fatigue, talent volatility, and a workforce under chronic stress.

A Life Rewritten in Seconds

Every leader carries a defining moment; Marie Diaz’s was catastrophic. Losing family members in an accident that would have destroyed most people, she found herself confronting emotional devastation with no roadmap. Instead of collapsing inward, she redirected her pain into purpose; this decision would define the rest of her life.

In her early days, Diaz spoke intimately in community spaces; not as a polished authority figure, but as someone who understood loss at a cellular level. Those sessions revealed her rare gift; she could articulate trauma in ways that helped others feel seen, validated, and empowered. This talent soon evolved into a structured philosophy that extended far beyond personal healing.

From Personal Survival to Organizational Strategy

Diaz does not treat resilience as an inspirational buzzword; she treats it as a structural necessity. Over the years she created a methodology built on:

• Trauma-informed management protocols

• Psychological safety mapping

• Conflict de-escalation tools

• Cultural rehabilitation models

• Executive recalibration strategies

Where most corporate programs aim to motivate, Diaz aims to stabilize; where others talk about productivity, she focuses on the emotional fractures that undermine it long before spreadsheets reflect the damage.

Her clients consistently report that before Diaz, they believed their organizational problems came from technology gaps or market instability; afterward, they understand that their issues were deeply human.

Corporate America’s Silent Crisis; Unprocessed Trauma

In an environment where burnout is normalized and emotional distress is labeled “unprofessional,” Diaz has long warned that this mindset would trigger long-term structural collapse. She was right.

Her message is clear;
“Success is not destroyed by pressure; it is destroyed by silence.”

Teams deteriorate because people are afraid to speak up; leaders collapse under expectations of invulnerability; companies fail because emotional toxicity seeps into decision-making long before financial data reveals the consequences.

Diaz teaches organizations how to recognize these signs and intervene before damage becomes irreversible.

Teaching Leaders How to Be Human Again

Executives approach Diaz expecting a motivation seminar; they leave with a completely transformed understanding of leadership. Her programs give them:

• A redefined philosophy of accountability

• Tools for navigating interpersonal conflict

• A deeper awareness of emotional patterns

• A healthier relationship with pressure, ego, and crisis

She does not separate personal identity from professional identity; she teaches leaders to re-integrate both.

A Blueprint for the Future of Work

As remote systems expand, economic pressures intensify, and artificial intelligence reshapes workflows, Diaz’s systems become survival architecture. Companies no longer need temporary morale boosters; they need structural resilience built into leadership DNA.

Her frameworks position emotional intelligence as a core business competency; not an optional add-on. This is why she has become a frequent keynote speaker across national platforms, including leadership, empowerment, and crisis-recovery events.

The Quiet Force Behind a New Leadership Movement

Marie Diaz does not chase the spotlight; she commands respect through depth, sincerity, and real leadership evolution. Her work stands apart because she does not teach resilience as a principle; she teaches it as lived experience translated into organizational science.

Her life proves that devastation can generate clarity; and clarity can reshape entire industries.

Disclaimer

Evrima Chicago serves as the PR and media contact for this feature. The views and opinions expressed in this article belong solely to the subject and cited sources; not to Evrima Chicago. Our editorial team constructs content using publicly available information, referenced materials, and verified background research. For interviews, permissions, or press inquiries, please contact:

PR & Media Contact

Jordan M. Smith
PR@EvrimaChicago.com

SOURCE: Marie Diaz

View the original press release on ACCESS Newswire

TORONTO, ON / ACCESS Newswire / December 15, 2025 / Northern Superior Resources Inc. (“Northern Superior” or the “Company“) (TSXV:SUP)(OTCQB:NSUPF)(GR:D9M1) is pleased to announce that it has obtained a final order from the Supreme Court of British Columbia approving the previously-announced statutory plan of arrangement under under Division 5 of Part 9 of the Business Corporations Act (British Columbia) (the “Arrangement“).

The purpose of the Arrangement is to effect, among other things, (i) the acquisition of all of the issued and outstanding common shares of the Company (the “Company Shares“) by IAMGOLD Corporation (“IAMGOLD“) (NYSE: IAG) (TSX: IMG) in exchange for a combination of 0.0991 of a common share of IAMGOLD and $0.19 in cash for each Company Share, and (ii) the distribution of all the common shares of ONGold Resources Ltd. currently held directly or indirectly by the Company to the shareholders of the Company (the “ONGold Shares Distribution“), all in accordance with the terms of the arrangement agreement dated October 19, 2025 between the Company and IAMGOLD (the “Agreement“).

Subject to certain customary closing conditions, closing of the Arrangement is expected to occur on December 19, 2025. Pursuant to the Arrangement, the record date for purposes of the ONGold Shares Distribution is expected to be December 18, 2025.

About Northern Superior Resources Inc.

Northern Superior is a gold exploration company focused on the Chibougamau Camp in Québec, Canada. The Company has consolidated the largest land package in the region, with total landholdings currently exceeding 70,000 hectares. The main properties include Philibert, Hazeur (adjacent to Philibert), Lac Surprise (adjacent to Nelligan), Chevrier, Croteau, Monster Lake East, and Monster Lake West. Northern Superior also owns 48.5% of ONGold which is advancing promising exploration assets in Northern Ontario and Manitoba, including the district scale TPK Project and Monument Bay; Agnico Eagle Mines Limited owns 13% of ONGold.

Northern Superior is a reporting issuer in British Columbia, Alberta, Ontario and Québec, and trades on the TSX Venture Exchange under the symbol SUP and the OTCQB Venture Market under the symbol NSUPF. For further information, please refer to the Company’s website at www.nsuperior.com or the Company’s profile on SEDAR+ at www.sedarplus.ca.

About IAMGOLD

IAMGOLD is an intermediate gold producer and developer based in Canada with operating mines in North America and West Africa, including Côté Gold (Canada), Westwood (Canada) and Essakane (Burkina Faso). The Côté Gold Mine achieved full nameplate in June 2025 and has the potential to be among the largest gold mines in Canada. IAMGOLD operates Côté in partnership with Sumitomo Metal Mining Co. Ltd. In addition, IAMGOLD has an established portfolio of early stage and advanced exploration projects within high potential mining districts. IAMGOLD employs approximately 3,700 people and is committed to maintaining its culture of accountable mining through high standards of Environmental, Social and Governance practices. IAMGOLD is listed on the New York Stock Exchange (NYSE: IAG) and the Toronto Stock Exchange (TSX: IMG).

Northern Superior Resources Inc. on Behalf of the Board of Directors

Simon Marcotte, CFA, President and Chief Executive Officer

Contact Information

Katrina Damouni
Director – Corporate Development
Tel: +44 7795 128583 (Mobile/WhatsApp)
info@nsuperior.com

Forward-Looking Information

This release contains certain “forward-looking information” as within the meaning of applicable Canadian securities laws. Forward-looking information can generally be identified by the use of forward-looking terminology such as “may”, “will”, “should”, “expect”, “intend”, “estimate”, “anticipate”, “believe”, “continue”, “plans” or similar terminology. The forward-looking information contained herein is provided for the purpose of assisting readers in understanding management’s current expectations and plans relating to the future. Readers are cautioned that such information may not be appropriate for other purposes.

Forward-looking statements relate to future events or future performance and reflect the Company’s expectations or beliefs regarding future events. Forward-looking statements include, but are not limited to statements relating to the Arrangement, the ability to complete the Arrangement and the timing thereof, including the parties’ ability to satisfy the closing conditions, and other statements that are not historical facts. By their very nature, forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. Such factors include, among others, risks related to failure to receive the required stock exchange and other consents and approvals to effect the Arrangement and the possibility that the Agreement could be terminated under certain circumstances.

Forward-looking information are based on management’s reasonable assumptions, estimates, expectations, analyses and opinions, which are based on such management’s experience and perception of trends, current conditions and expected developments, and other factors that management believes are relevant and reasonable in the circumstances, but which may prove to be incorrect. Such factors, among other things, include: business integration risks; fluctuations in general macroeconomic conditions; fluctuations in securities markets; fluctuations in spot and forward prices of gold or certain other commodities; change in national and local governments, legislation, taxation, controls, regulations and political or economic developments; risks and hazards associated with the business of mineral exploration, development and mining (including environmental hazards, industrial accidents, unusual or unexpected formations pressures, cave-ins and flooding); discrepancies between actual and estimated metallurgical recoveries; inability to obtain adequate insurance to cover risks and hazards; the presence of laws and regulations that may impose restrictions on mining; employee relations; relationships with and claims by local communities and indigenous populations; availability of increasing costs associated with mining inputs and labour; the speculative nature of mineral exploration and development (including the risks of obtaining necessary licenses, permits and approvals from government authorities); and title to properties.

The Company undertakes no obligation to update forward-looking information except as required by applicable law. Such forward-looking information represents management’s best judgment based on the information currently available. No forward-looking statement can be guaranteed and actual future results may vary materially. Accordingly, readers are advised not to place undue reliance on forward-looking statements or information.

The TSX Venture Exchange has in no way passed upon the merits of the Arrangement and has neither approved nor disapproved the contents of this news release. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

SOURCE: Northern Superior Resources Inc.

View the original press release on ACCESS Newswire

Scooter and Friends Take a Vacation by Nancy Strom

NAPERVILLE, IL / ACCESS Newswire / December 15, 2025 / There are people who spend their lives collecting stories, even when they do not yet realize they are storytellers. Nancy Strom is one of them. Her life never followed the cinematic arc of a prodigy writer, nor the caffeinated urgency of someone chasing publication in their twenties. Instead, her imagination aged like an heirloom kept at the back of a drawer, waiting for the right season to return to the light.

At eighteen, she met the book that planted the seed. Kenneth Grahame’s Wind in the Willows wrapped itself around her imagination with its gentle animals, its riverbanks, and its unhurried wisdom. But she was soon on her way to UC Berkeley, stepping into a world of academics, administration, responsibility, and adulthood. The enchantment stayed with her but made no demands.

Her early career unfolded in the structured hum of university life. Nancy served in Academic Personnel at the Chancellor’s Office and later at the Lawrence Hall of Science. When she eventually moved to Seattle, she transitioned into personnel and office management for a major law firm, becoming the quiet axis around which entire departments ran smoothly.

For decades, she lived in the world of people: hiring, mentoring, organizing, guiding. A life of impact, far from the whimsy of talking animals and rhyming lines. Yet nothing about that detour diminished the stories waiting inside her. It simply ripened them.

When she retired in 2002, she stepped immediately into service work, joining the Board of Directors for the Pacific Northwest USO. For eight years, she contributed to the well-being of military families, even serving on the Executive Committee. It was meaningful work. It was patriotic work. It was work that mattered.

Then life, as it sometimes does, delivered a difficult chapter. Health issues required her to step away from the board in 2014. The shift left her with both space and silence, the kind of quiet that invites old memories to surface. And from that quiet came the voices of those long-loved fictional animals she had met half a century earlier.

It wasn’t nostalgia that drew her back. It was recognition. After years of serving institutions, communities, and families, it was finally time to create something of her own.

She decided to write a children’s book. Not just any book, but one built on the values, emotions, and warmth that had shaped her own reading life. She created a cast of lovable animals. She let them speak in rhyme. She sketched a small adventure full of curiosity and gentle humor. And she poured into it the kind of sincerity that only comes from someone who knows what childhood magic feels like and understands how precious it is.

When the first draft was complete, she faced a second mountain: publishing. This was where many new authors would give up. Nancy did the opposite. She immersed herself in research, joined the Alliance of Independent Authors, and studied every part of the independent publishing ecosystem. Through that journey she found Ocean Reeve Publishing, a team that helped her refine her manuscript, collaborate with an illustrator, format her pages, and shape her narrative into a professional, polished picture book.

She even mastered marketing well enough to presell 125 copies before the physical book existed.

The result was Scooter and Friends Take a Vacation, a warm and melodic story that feels as if it belongs on the shelf beside the classics that shaped her. The illustrations radiate kindness. The rhyme moves like a soft rhythm that children can follow even before they learn to read. And the world she created is colorful without being chaotic, adventurous without being frightening, and imaginative without losing clarity.

But the real story here is Nancy.

She is a reminder that creative life can begin at any age. That inspiration does not expire. That the ideas tucked away in young adulthood can resurface when the heart is finally ready. She represents a quieter kind of artistic resilience, one built not on struggle but on patience. Children’s literature is richer because she said yes to the call that returned to her after fifty years.

Nancy is currently working on the sequel to Scooter and Friends Take a Vacation, expanding the world of her irresistible animal travelers. She continues to speak at schools, organizations, and community events, not just about her book but about the entire independent publishing journey. She tells children and adults alike that stories are living things and that the chance to write them is never lost.

Her life, as much as her book, is a gentle invitation: it is never too late to bring something joyful into the world.

AUTHOR LINKS

Official Website

Amazon

CITATION TABLE

Reference Type	Source
Author Background	Public biography on nancystrom.com
Publishing Process	Ocean Reeve Publishing (public author pages and service descriptions)
Indie Author Framework	Alliance of Independent Authors (ALLi)
Nonprofit Service	USO Pacific Northwest (public board records, organizational history)
Book Verification	ISBN registries, Amazon retail listing, Goodreads metadata
Education & Career	Publicly shared author biography and verified professional history

EDITORIAL DISCLAIMER

• _{This is a critical opinion-based cultural analysis authored by the editorial team and reflects its personal editorial perspective. The views expressed do not represent the institutional stance of Evrima Chicago.}

• _{This article draws from open-source information, legal filings, published interviews, and public commentary. All allegations referenced remain under investigation or unproven in a court of law.}

• _{No conclusion of criminal liability or civil guilt is implied. Any parallels made to public figures are interpretive in nature and intended to examine systemic patterns of influence, celebrity, and accountability in American culture.}

• _{Where relevant, satirical, rhetorical, and speculative language is used to explore public narratives and their societal impact. Readers are strongly encouraged to engage critically and examine primary sources where possible.}

• _{This piece is protected under the First Amendment of the U.S. Constitution and published under recognized standards of opinion journalism for editorial inputs: waasay@evrimachicago.com}

• _{Evrima Chicago remains committed to clear distinction between fact-based reporting and individual editorial perspective.}

PR & Media Contact

Kyle Thompson
pr@evrimachicago.com

SOURCE: Nancy Strom

View the original press release on ACCESS Newswire

MCLEAN, VA / ACCESS Newswire / December 15, 2025 / Gladstone Commercial Corporation (Nasdaq:GOOD) (“Gladstone Commercial”) today announced that its subsidiary, Gladstone Commercial Limited Partnership (“Gladstone LP”), has closed $85 million in aggregate principal amount of 5.99% senior unsecured notes due December 15, 2030 (the “Notes”), in a private placement with certain institutional investors.

Gladstone LP plans to use the proceeds to, among other things, repay outstanding indebtedness under its senior unsecured revolving credit facility, and for general corporate purposes.

“We are excited by the support of superior, long-term institutional investors in this debt private placement, which was executed on attractive terms. In addition, this marks our second issuance in the long-term unsecured debt market and the continuance of our movement away from secured mortgage debt,” stated Buzz Cooper, President of Gladstone Commercial.

The Notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Act”), or any state securities laws and may not be offered or sold in the United States absent registration or an applicable exemption from the registration requirements of the Act and applicable state securities laws. This press release does not constitute an offer to sell, or the solicitation of an offer to buy, any security and shall not constitute an offer, solicitation or sale in any jurisdiction in which such offer, solicitation or sale would be unlawful.

Huntington Securities, Inc. and Fifth Third Securities, Inc acted as Co-Lead Placement Agents. Keybanc Capital Markets Inc., Bank of America Securities, Inc. and Goldman Sachs & Co. LLC served as Co-Placement Agents. Squire Patton Boggs (US) LLP acted as counsel to Gladstone Commercial and Gladstone LP, and Venable LLP acted as Maryland counsel to Gladstone Commercial. Chapman and Cutler LLP acted as counsel to the purchasers.

About Gladstone Commercial (Nasdaq:GOOD)

Gladstone Commercial is a real estate investment trust focused on acquiring, owning and operating net leased industrial and office properties across the United States. As of September 30, 2025, Gladstone Commercial’s real estate portfolio consisted of 151 properties located in 27 states, totaling approximately 17.7 million square feet. For additional information, please visit www.gladstonecommercial.com.

Investor or Media Inquiries:

Buzz Cooper	Catherine Gerkis
President	Director of Investor Relations/ESG
(703) 287-5815	(703) 287-5846
Buzz.Cooper@gladstone.com	Catherine.Gerkis@gladstone.com

All statements contained in this press release, other than historical facts, may constitute “forward-looking statements” within the meaning of Section 27A of the Act and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Forward-looking statements involve inherent risks and uncertainties as they relate to expectations, beliefs, projections, future plans and strategies, anticipated events, or trends concerning matters that are not historical facts and may ultimately prove to be incorrect or false. Forward-looking statements include information about possible or assumed future events, including, without limitation, those relating to the expected use of proceeds from the sale of the Notes. Words such as “may,” “will,” “anticipate,” “future,” “could,” “plan,” “intend,” “expect,” “would,” and “possible,” and variations of these words and similar expressions are intended to identify forward-looking statements, though not all forward-looking statements contain these words. Forward-looking statements are not guarantees of future performance and are subject to known and unknown risks, uncertainties, and other factors that could cause actual results to differ materially from those included within or contemplated by such statements, including, but not limited to, the description of risks and uncertainties in “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” of Gladstone Commercial’s Annual Report on Form 10-K for the fiscal year ended December 31, 2024, as filed with the Securities and Exchange Commission (the “SEC”) on February 18, 2025, and certain other filings made with the SEC. Gladstone Commercial cautions readers not to place undue reliance on any such forward-looking statements which speak only as of the date made. Gladstone Commercial undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law.

For further information: Gladstone Commercial Corporation, (703) 287-5893

For Investor Relations inquiries related to any of the monthly dividend paying Gladstone funds, please visit www.gladstonecompanies.com.

SOURCE: Gladstone Commercial Corporation

View the original press release on ACCESS Newswire