Meanwhile, Exeter is currently a rank outsider

Plymouth has emerged as one of the leading contenders to secure the UK City of Culture 2029 title – whilst Exeter trails as an outside bet.

According to predictions from the Online Betting Guide (OLBG), Britain’s Ocean City ranks as second favourite to claim the prestigious accolade and its accompanying £10m prize.

With applications due to close imminently, Plymouth sits just behind Wrexham, bolstered by its celebrity connections, in OLBG’s forecasts.

The firm has given Wrexham, which only achieved city status in 2022, odds of 4/6 and a 60 per cent chance of securing the honour.

However, Plymouth follows closely with 6/4 odds and a 40 per cent likelihood of triumph, with OLBG highlighting its “coastal identity and cultural infrastructure”, reports Plymouth Live.

Exeter and naval rival Portsmouth languish at the bottom of the table, sharing 6/1 odds and merely a 14.3 per cent implied probability of victory.

The application deadline falls on Sunday, 8 February, with nine “cities” having already entered the competition.

Additional bidders include Ipswich and Blackpool, both given 2/1 odds by OLBG, whilst Peterborough stands at 3/1, Bristol at 4/1, and Swindon at 5/1.

Further cities may join the contest before entries close, but currently OLBG positions Plymouth, which is presently enjoying significant national exposure through its Beryl Cook exhibition at The Box, amongst the leading candidates.

The betting guide noted that Wrexham remains the outright favourite “reflecting its recent surge in national and international profile”. OLBG noted that investment, regeneration initiatives and the international spotlight from Wrexham AFC have all contributed to positioning the Welsh city as a formidable cultural contender.

Wrexham has reaped the rewards of the globally-broadcast documentary Welcome to Wrexham and the acquisition of the football club by Hollywood stars Ryan Reynolds and Rob McElhenney.

According to OLBG, Wrexham’s application is regarded as meeting numerous criteria early on, boasting a persuasive story, demonstrated capacity to execute prominent projects and robust community support.

Plymouth is strengthened by its maritime character and cultural facilities, the bookmaker added, whilst Ipswich and Blackpool share third-favourite status, each presenting distinct yet credible cultural offerings.

Lower down the rankings, Peterborough and Bristol are considered dependable but unremarkable bids at this juncture. OLBG suggested Bristol’s longer odds might be unexpected, though industry observers indicate that competition for funding and conflicting cultural priorities may disadvantage it.

Meanwhile, Swindon, Portsmouth and Exeter comprise the outsider category. Whilst each possesses cultural credentials, OLBG observed, they are presently seen as requiring exceptional proposals to advance to the latter rounds.

Jake Ashton, current affairs expert at OLBG.com, said: “Wrexham leads the way in the City of Culture market and it’s easy to see why, with the city gaining in popularity massively in recent years following Ryan Reynolds and Rob McElhenney’s ownership of the football club.”

While no betting sites are currently offering odds on the City of Culture contest, hypothetical odds have been created for entertainment purposes to provide a sense of how the competition is progressing.

Following this weekend’s application deadline, a longlist of up to eight cities is anticipated to be unveiled in March. The list will then be whittled down to a shortlist of four cities four months later, with the final decision due by the end of the year.

OLBG explained that early momentum, political support and cultural infrastructure can all impact how a bid is viewed at the longlist stage, while comprehensive delivery plans and funding strategies often determine the ultimate victor.

However, once the longlist is announced, OLBG stated that focus will swiftly turn to which cities possess the necessary infrastructure and financial plans to facilitate a full year of cultural events.

A spokesperson said: “Until then, these theoretical odds offer a snapshot of how the race is shaping up and why Wrexham currently stands out as the city to beat.”

The company has entered into an exclusivity period with the WRU but a deal is expected to see the demise of the Ospreys

What do we know about Y11 Sport and Media and its plans to acquire Cardiff Rugby from the Welsh Rugby Union? The union launched a formal sales process for the Arms Park-based club last year, not long after acquiring it out of administration.

With the union attracting a healthy number of expressions of interest, bidders were whittled down to two prior to Christmas : Y11 Sport and Media, and a consortium consisting of former Cardiff Rugby board member Martyn Ryan, a number of Hollywood directors, and Greg Clark, chief executive of Rhino.

The WRU has now entered into a 60-day exclusivity period with Y11, having confirmed, with the unanimous backing of its board, the Hong Kong-based company as its preferred bidder. That doesn’t mean the proposed acquisition of the club will go unconditional. However, the focus – and there will no doubt be efforts to secure concessions on both sides – will be on getting a deal over the line.

A Y11 acquisition of Cardiff, and the cessation of the Ospreys as a professional region at the end of the 2026–27 season, would achieve the WRU’s current stated aim of reducing the number of regions from four to three. There is, though, growing opposition to a Y11 deal from rugby fans, former players and a number of politicians – and not just those in the Ospreys area. There is also a planned extraordinary general meeting of union member clubs in the offing, with a vote of no confidence in its chairman, Richard Collier-Keywood.

READ MORE: Swansea Council start legal action against the WRU and owners of the OspreysREAD MORE: Swansea RFC slam proposed Ospreys merger after being blindsided by revelation

The Y11 story

Y11 acquired a majority stake (75.1%) in the Ospreys back in 2020. The value of the deal was not disclosed, although Y11 described its investment in the club as a “multi-million deal.” The acquisition on behalf of Y11’s investors was through a special purpose vehicle, Ospreys International, registered in the tax haven of the British Virgin Islands. There is no publicly available information on the directors of Ospreys International.

When the Dragons were effectively acquired for £1 from the WRU by investors David Buttress, David Wright and Hoyoung Huh – who was at one stage also looking to acquire Newport County – the acquiring entity, Dragons International RFC, was also based in the British Virgin Islands.

Y11 was set up by its current chief executive in Pontarddulais-born James Davies-Yandle, who played hockey for Wales in the 2002 Commonwealth Games. His father, Mike, played rugby for Swansea RFC and he is a former sports agent. At the time of the investment into the Ospreys, he described it as being a “70% business and 30% emotional investment.”

As an investment company, backed by high-net-worth investors, Y11 has a diverse portfolio of assets, from rugby to mass-participation sports like running and media rights. It also has a minority stake in New Zealand rugby side the Hurricanes, as well as an interest in South African side the Toyota Cheetahs, who, as it happens, a re keen to replace any axed Welsh team in the United Rugby Championship.

In 2023, Y11 itself was majority-acquired by Kuala Lumpur-based private equity firm Navis Capital Partners. The value of that deal wasn’t publicly disclosed. Navis is a serious player with a global investment portfolio, although with a focus on Southeast Asia. It has $5bn of funds under management on behalf of investors, with stakes in companies ranging from healthcare to tech. It was founded in 1998 by Richard Foyston, Nicholas Bloy, Rodney Muse and former Boston Consulting executives.

It said at the time of its majority acquisition of Y11: “Navis have invested in James (Davies-Yandle) and the Y11 team to grow the existing portfolio, identify new opportunities, and become a success for all stakeholders involved. Their values mirror our own: teamwork, tenacity, integrity, and innovation.”

While Y11’s overall portfolio of assets is profitable, the Ospreys, like the other regions, is loss-making. Y11, no doubt would have sought the agreement of Navis before submitting a bid to the WRU. To get approval the Y11 team would have presented compelling projections of multiple times return on capital from acquiring Cardiff.

The Cardiff proposition

So, is Cardiff now going to break the mould of professional rugby, not just in Wales but in England too, where investors cannot reasonably expect a return on investment? The reality to date is that clubs have survived due to wealthy benefactors as ‘emotional investors’ due to the love of the game or a particular club. The late Tony Brown (Dragons), the late Peter Thomas (Cardiff), and others like Rob Davies at the Ospreys collectively committed and wrote off tens of millions.

Wouldn’t Y11, without any annual license fees and debt obligations, make a stronger return on investment by buying a few pubs and restaurants in Cardiff? Despite their experiences at the Ospreys, they no doubt see professional rugby as having huge potential, like football, where Premiership clubs are now seen as attractive investment opportunities, including increasingly by US investors. But they cannot create an Anglo-Welsh league or British and Irish League.

But what is the WRU expecting Y11 to pay for Cardiff – a deal they currently believe is far stronger than that put forward by the rejected rival bid consortium?

Under the proposed 10-year franchise licence, the WRU would be looking for Y11 to pay around £1m annually to run the commercial side of the club. Additionally, Y11 would take on around £6m owned to the union, the majority of which was part of a Covid loan it had negotiated on behalf of the four regions with NatWest. That debt was subsequently refinanced with the Welsh Government. Last week that debt, along with the union’s debt facility with NatWest, was refinanced into a new £60m deal with both HSBC and Goldman Sachs.

Under the new franchise model for Cardiff, the union, who would finance all player related costs, have convinced Y11 that there would be a profit in running the commercial side of the club. While the WRU see it as a collaboration, some of the clubs view the union’s plans as unnecessary control of all rugby matters. However, starting with Cardiff, getting an agreement should be achievable.

The WRU is also looking for some upfront payment, no doubt with the aim of recouping the £3m in debt it converted into equity in Cardiff after acquiring it out of administration. It is not clear what Y11 has tabled, but it could around that level or higher.

Are the WRU and Y11 right to conclude that Cardiff can become a profitable business? Former investors Helford Capital, set up by Phil Kempe and Neal Griffith, failed to deliver on a legal agreement with the union to fund losses, that pushed Cardiff into administration.

The joint administrators from PwC, Rob Lewis and Ross Connock, quickly gave up on pursuing Jersey-based Helford in the interest of Cardiff creditors, as it was solely set up to acquire Cardiff and had no assets. While the Helford directors might have had funds and assets to fund the club’s losses – around £2m a year – when it came to the crunch they weren’t willing to commit.

It’s all water under the bridge now, but if the board of Cardiff had found better investors after the death of Peter Thomas – and there were discussions with Y11 – it could have remained solvent. Without control of Cardiff, would the WRU now be in a position to reduce the number of professional clubs?

To get a deal approved with Y11, and then franchise agreements for east Wales and west Wales, perhaps the WRU could offer a further reduction in the debt liabilities of the club, or take it on completely. Servicing £60m of debt would cost the union nearly £4m in interest. What the WRU and Y11 would also have to agree on is the treatment the current debt passed through to the union into the Ospreys, at around £3m. While loss-making the Ospreys are far less in indebted that the Scarlets and Cardiff.

Y11 is also fully aware – unlike the Dragons, which owns the freehold to its grounds and has space for potential commercial development but with an overage position on any development profit for the WRU – that ownership of Cardiff Arms Park sits with Cardiff Athletic Club (CAC). A short-term lease for Cardiff Rugby with CAC was recently agreed to 2028.

Any development around the ground could happen only after the hosting of games at the adjoining Principality Stadium for the men’s Euro 28 football tournament. It is understood that the union and the CAC remain in dialogue. Could this potentially finally lead to – nearly a decade after a similar offer was rejected – the WRU acquiring the freehold or a long-term lease with development rights from CAC? It is not clear if Y11, or its majority owner in Navis, has indicated any intention to invest in any possible commercial developments at the ground, under a WRU lease or potentially a new agreement directly with CAC.

CAC did set up a special purpose company to look at development opportunities around the ground, which could include apartments at the River Taff end and a hotel integrated into a new stand, with modern banqueting and hospitality facilities replacing the existing smaller north stand. There are opportunities to redevelop the ground, for what is a prime site in the centre of Cardiff, but that will have to be for another day, so cannot form part of any current trading projections for the club if a deal is concluded with Y11.

The WRU chairman and former managing partner of PwC UK, Collier-Keywood, believes that the game is at a crossroads, where investors like Y11 – and their majority owners Navis – see investment no longer as an emotional affair, but as offering the prospect of a return on investment.

Quizzed by cross-party MPs at the Welsh Affairs Committee last week in Westminster, the WRU chair said: “We are trying, with Y11 and Ospreys, to create a different model. The importance of all that is that rugby clubs can be valued on the basis of their turnover, if you are thinking about other forms of sport.

“So it is very handy to have a private equity player in that market to help us understand that, support us, and work with us as we think about how best to create an environment over the next five to 10 years that will attract investment for investment’s sake.”

That would be a great outcome, although the last 20 years of professional regional rugby in Wales does not inspire huge confidence even with one less professional side.

Rugby could really learn a great deal from cricket and in particular the huge investment into the game from the successful auction of equity stakes in the Hundred franchises – including of course Welsh Fire and the £40m investment for a 50% stake by IT entrepreneur Sanjay Govil. Rugby should also look at the marketing of the Hundred and its ability to attract a new and younger audience than other longer formats of the game.

But the WRU, without any indication it will bow to public pressure and keep four regions, firstly needs to get a deal signed off with Y11. If that fails to materialise it should reopen talks with the rejected consortium bid.

J. Cole has released The Fall-Off, the long-teased seventh studio album he has positioned as the capstone of his recording career, arriving Friday after nearly a decade of buildup and fan anticipation. The double album, executive produced by Cole, Ibrahim Hamad and T-Minus, marks what the rapper has repeatedly described as his most personal and challenging project to date.

Dropping via Dreamville and Interscope Records, The Fall-Off fulfills promises dating back to 2018, when Cole first hinted at the concept during the rollout of his platinum-certified KOD. In promotional materials, Cole called it a “personal challenge to create my best work,” emphasizing its role as a deliberate endpoint after years of introspection, delays and detours like 2021’s The Off-Season and last year’s surprise mixtape Might Delete Later.

A cinematic rollout for Cole’s self-proclaimed finale

Cole announced The Fall-Off on Jan. 14 with a moody Instagram trailer showing him washing his car at a self-service station and grabbing a diner meal, culminating in a snippet of brooding production and the stark reveal of the title and Feb. 6 date. Vinyl pre-orders launched immediately, featuring minimalist black-and-white artwork that mirrors the project’s contemplative vibe.

The album arrives as a double-disc set, with Cole teasing “Disc 2 Track 2” via the lead single “The Fall-Off Is Inevitable” on announcement day. Fans and critics speculate it addresses his brief 2024 foray into the Kendrick Lamar-Drake feud, where Cole’s “7 Minute Drill” diss track sparked backlash before he pulled it, apologized at Dreamville Festival and refocused on music.

At 41, Cole frames The Fall-Off as closure. “For the past 10 years, this album has been hand crafted… I owed it to myself. And secondly, I owed it to hip hop,” he wrote in liner notes shared pre-release. While not an outright retirement declaration, the rhetoric echoes past comments about family priorities and creative exhaustion after six No. 1 albums.

From 2018 teases to 2026 reality

The Fall-Off traces to Cole’s 2018 KOD closer “1985 (Intro to ‘The Fall Off’),” where he envisioned a reflective send-off. Concert promises in 2019 and a 2020 project list kept hope alive, but The Off-Season — his seventh Billboard 200 No. 1 — intervened, breaking Spotify one-day streaming records with guests like 21 Savage and Lil Baby.

Cole’s 2024 detour amplified drama. Might Delete Later dropped amid rap’s biggest beef, but his quick retreat signaled fatigue with conflict. The Fall-Off trailer, shot in everyday North Carolina settings, contrasts that chaos, positioning the album as inward reckoning over battle rap bravado.

Production credits hint at a soulful, introspective sound: T-Minus, Timbaland, Dahi, Duke and Boi-1da return, with Cole handling most beats himself. No guest features are confirmed yet, aligning with his solo-heavy catalog, though speculation swirls around Dreamville affiliates like Bas or J.I.D.

Tracklist and early fan reactions

Clocking 25 tracks across two discs, The Fall-Off spans career retrospection, fatherhood, industry pressures and hip-hop’s evolution. Opening cuts like “Pricey” and “Hoodie Season” set a nostalgic tone, while deeper entries such as “Studio V27” and “The Inevitable” reportedly tackle beef regrets and legacy.

Streaming platforms lit up at midnight, with first listens dominating X and TikTok. “Cole went out swinging – this his best since 2014 Forest Hills Drive,” tweeted one top commenter. Another called it “therapy session as album,” praising vulnerable bars on family and faith. Critics’ early takes praise lyrical density but note uneven pacing on Disc 2.

Spotify projects The Fall-Off for another No. 1 debut, potentially challenging Taylor Swift’s ongoing chart run. Apple Music’s global hip-hop chart crowned it instantly, with “The Fall-Off Is Inevitable” surging into top streams.

Cole’s retirement rhetoric: Final bow or hiatus?

Cole has danced around retirement since KOD, telling fans in 2019 it might follow The Fall-Off. A 2024 interview revealed family deliberations: “Do you wanna keep going or… start a family?” Post-Might Delete Later, he hinted at a break, echoing Jay-Z’s selective post-4:44 output.

The album’s themes reinforce exit vibes. Lyrics previewed in the trailer reference “closing the book” and “passing the torch,” fueling thinkpieces on hip-hop’s generational shift. Yet Cole’s history — surprise drops like Friday Night Lights — suggests a clean break unlikely.

Dreamville’s ecosystem thrives without him; Bas, J.I.D. and EarthGang carry the label’s torch. Cole’s touring remains lucrative, with arena sellouts fueling speculation he’ll pivot to live shows, mentorship or acting.

Cultural moment amid rap’s turmoil

The Fall-Off lands amid hip-hop’s 2024-25 renaissance, post-Drake-Kendrick ceasefire and rising stars like Central Cee and Sexyy Red. Cole’s elder statesman role — Grammy-nominated, platinum consistent — positions him as reflective anchor.

Fans divided on the “last album” framing. Reddit threads debate permanence, with some citing his 2021 Slam clarification: “The Fall-Off is his last before a break… not retirement.” Others see parallels to Game’s Born2Rap or Jay-Z’s 4:44 — passion projects preceding quiet.

Vinyl’s instant sellouts and trailer views topping 10 million signal blockbuster impact. Cole’s pen game, honed over 15 years, delivers dense bars averaging 250 words per minute — rap’s poet laureate signing off.

Production breakdown and sonic palette

T-Minus’ atmospheric beats dominate Disc 1, blending soul chops with trap hi-hats. Timbaland’s signature bounce elevates mid-album heaters, while Cole’s self-produced joints — piano-led confessionals — anchor the emotional core.

Disc 2 experiments bolder: jazz infusions on “Interlude 03,” industrial edges on “Final Lap.” No mega-collabs surface yet, preserving Cole’s solo ethos, though subtle Dreamville ad-libs pepper cuts.

Sonically, it bridges 2014 Forest Hills Drive‘s purity with The Off-Season‘s grit — boom-bap revival meeting modern polish. Critics hail it Cole’s “magnum opus,” weaving autobiography, critique and hope.

What comes next for hip-hop’s introspective king?

Cole’s exit — temporary or permanent — reshapes rap’s elder tier. Kendrick Lamar eyes GNX follow-up; Drake plots comeback post-For All the Dogs. Cole’s void invites newcomers like Bay Swag or Lazer Dim 700 to claim conscious lane.

For Cole, options abound: Dreamville CEO duties, basketball passion projects (The Kill Devil Hills), family in Fayetteville. His Might Delete Later apology humanized him, boosting respect amid beef fatigue.

The Fall-Off streams now across platforms. Whether curtain call or intermission, Cole exits center stage, leaving a catalog — seven No. 1s, 20+ million records sold — etched in platinum. Hip-hop’s reluctant king has spoken his piece; the culture listens.

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Shares of e-commerce firm Meesho have slid about 12% over the past week after its Q3 earnings disappointed the Street. Consolidated net losses for the December quarter ballooned nearly 13-fold to Rs 491 crore, compared with a loss of Rs 37 crore in the year-ago period. The stock has also slipped below its listing price after an initially strong debut, amid concerns over growth sustainability. However, a couple of leading foreign brokerages continue to see silver linings, pointing to factors that could still work in the company’s favour.

Meesho was listed in December at Rs 162 on the NSE, marking a 46% premium over the issue price of Rs 111. After rallying sharply to a peak of Rs 254 on December 18, the stock has since reversed nearly 40% and is now hovering around Rs 151, its Thursday closing price. Notably, Meesho had turned into a 129% multibagger within just seven sessions of listing before entering the current downtrend.

The December-listed e-commerce company reported a 32% year-on-year jump in revenue in Q3FY26 to Rs 3,518 crore versus Rs 2,674 crore in the corresponding quarter of the last financial year.

The company’s losses rose on a sequential basis as well, climbing from Rs 411 crore in Q2FY26, while the topline recorded a 14% quarter-on-quarter growth versus Rs 3,074 crore in the July-September quarter.

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What brokerages recommend

Swiss brokerage UBS has maintained a Buy rating on Meesho with a target price of Rs 220. The stock was recommended at a price of Rs 173, implying a 26% upside.
“The topline growth was strong but profitability was impacted by one-off factors and is expected to revert back in the next two quarters,” the note said. UBS attributed the decline in contribution margin by 110 bps in Q2 and a further 100 bps in Q3, with an additional 16 bps impact due to network restructuring. “This impact was largely one-off and driven by the merger of two of the largest 3PL players, Delhivery and Ecom, into a single entity, which temporarily constrained the availability of 3PL providers for Meesho. As a result, Meesho accelerated the expansion of its in-house logistics arm, Valmo, leading to short-term network inefficiencies and higher costs,” the brokerage noted, adding that management expects these costs to normalise over the next two quarters.

UBS also highlighted management’s expectation of steady-state ad revenues of 5.5-6%. Margin improvement is expected to be driven by ads and other value-added services, while the logistics premium is likely to remain range-bound at 2-2.5% of net merchandise value.

BofA Securities has retained a Neutral view on the stock, though it sees a 9% upside, implying a target price of Rs 190. The stock was recommended at Rs 174.

The company’s Q3 revenues were ahead of BofA’s estimates.

The US brokerage is of the view that Meesho will continue to decide the right mix between Valmo and 3PL partners based on the lowest cost structure.

“Some capacity at Valmo was built at a very fast pace and was not optimised for costs. The company will fix this and then start to scale up Valmo again. Incremental costs from Q2 and Q3 are expected to normalise over the next two quarters, with operating leverage benefits from investments made across technology, marketing and logistics scale-up,” the note said.

According to BofA, Meesho’s growth over the next three to four years is expected to be led by faster expansion in annual transacting users rather than an increase in transaction frequency. The brokerage noted that first-year users typically transact less compared with more mature cohorts, with the top quartile of Meesho’s users clocking an average annual frequency of over 20 transactions. BofA added that the company is likely to maintain its logistics margin within a 2-2.5% contribution margin range on net merchandise value, with any gains from operational efficiencies expected to be passed on to users.

(Disclaimer: The recommendations, suggestions, views, and opinions given by the experts are their own. These do not represent the views of The Economic Times.)

The Charlotte Hornets pulled off one of the most surprising deals of the 2026 NBA trade deadline on Thursday, Feb. 5, acquiring guards Coby White and Mike Conley from the Chicago Bulls in exchange for guard Tre Mann, forward Josh Green, center Nick Richards, a 2027 first-round pick (top-10 protected), and two second-round picks, league sources confirmed to The Associated Press.

The transaction, finalized just before the 3 p.m. ET deadline, signals a clear shift in direction for the Hornets, who have struggled to find consistent backcourt production since the departure of LaMelo Ball to injury and inconsistent play from younger guards. By adding White, a 26-year-old breakout star coming off a career year, and the 38-year-old veteran Conley, Charlotte is betting on immediate competitiveness while still preserving long-term flexibility.

Trade Breakdown

Hornets receive:

• Coby White
• Mike Conley
• Cash considerations

Bulls receive:

• Tre Mann
• Josh Green
• Nick Richards
• 2027 first-round pick (Charlotte, top-10 protected)
• 2028 second-round pick (via Miami)
• 2030 second-round pick (via New Orleans)

The deal reunites Conley with Hornets head coach Charles Lee, who served as an assistant under Conley in Memphis and Atlanta. White, meanwhile, becomes the centerpiece of Charlotte’s backcourt overhaul, bringing explosive scoring, improved playmaking and elite catch-and-shoot ability to a roster that ranked 26th in offensive efficiency entering February.

Why the Hornets Made the Move

Entering the deadline at 22–30 and sitting 11th in the Eastern Conference, Charlotte had been widely viewed as a seller. Instead, general manager Mitch Kupchak pulled the trigger on a win-now move, prioritizing guard depth and veteran leadership around young stars Brandon Miller and Mark Williams.

White, 26, is having a career season in Chicago: 21.4 points, 5.1 assists, 4.3 rebounds, 41.8% from three on 8.2 attempts per game through 52 games. His ability to score off the dribble and create in pick-and-roll situations addresses a glaring need for the Hornets, who have leaned heavily on isolation and transition scoring.

Conley, despite turning 39 in October, remains one of the league’s steadiest floor generals. He averaged 9.8 points and 5.9 assists in 28.4 minutes per game for the Bulls, shooting 42.1% from three and posting a 3.2 assist-to-turnover ratio. His leadership and championship experience (2023 with Denver) give Charlotte a stabilizing force off the bench or in closing lineups.

“These two guys change how we play,” Lee said in a brief statement released by the team. “Coby brings dynamic scoring and shot-creation. Mike brings poise, winning habits and the ability to run an offense. We’re excited to integrate them immediately.”

Impact on the Bulls

Chicago, sitting at 24–28 and clinging to the No. 9 spot in the East, appears to be pivoting toward a youth movement and future asset accumulation. Trading White — their leading scorer and a pending restricted free agent — and Conley (who has a $9.975 million non-guaranteed salary for 2026–27) clears significant cap space and timeline pressure.

In return, the Bulls receive:

• Tre Mann (24): A quick, shifty combo guard who averaged 11.2 points and 4.1 assists in 26.8 minutes for Charlotte.
• Josh Green (25): A versatile 6-foot-5 wing who shot 38.7% from three last season and brings defensive energy.
• Nick Richards (27): A 7-foot rim-running center who averaged 9.1 points and 8.0 rebounds in limited minutes but offers size and athleticism.
• A 2027 first-round pick (top-10 protected) that could convey in a year Chicago hopes to be in the lottery again.

The haul gives the Bulls three rotation-ready young players under team control and a valuable future pick, aligning with a potential rebuild around No. 1 overall pick Cooper Flagg (if they land him) or other high lottery talent.

Immediate Roster Fit in Charlotte

White is expected to start alongside LaMelo Ball (when healthy) or slide to the bench as a high-usage scoring guard. Conley will likely back up the point guard spot and serve as a mentor to younger guards while providing spot minutes in crunch time.

The Hornets’ projected backcourt rotation now reads:

• Starters: LaMelo Ball / Coby White
• Key reserves: Mike Conley / Seth Curry / Nick Smith Jr.

The addition of White’s scoring punch (career-high 21.4 PPG) and Conley’s decision-making should raise Charlotte’s offensive ceiling significantly, especially in half-court sets where the team has struggled.

Defensively, the Hornets gain mixed results. White is an average-to-below-average defender, while Conley remains a savvy team defender despite declining lateral quickness. The hope is that Miller, Williams, and Miles Bridges can cover for backcourt deficiencies.

Fan & Analyst Reactions

The deal drew immediate polarized reactions. Hornets fans flooded social media with excitement over finally landing a proven 20-point scorer to complement Ball. “Coby White + LaMelo? That’s must-watch basketball,” one fan posted on X, garnering thousands of likes.

Skeptics pointed to the cost: giving up a first-round pick and three rotation pieces for two players on expiring or near-expiring deals. “This feels like a panic move when we should be tanking for Cooper Flagg,” another wrote.

National analysts leaned positive. ESPN’s Bobby Marks gave the Hornets a B+ grade: “They’re buying upside and win-now help without sacrificing their entire future.” CBS Sports’ Colin Ward-Henninger called it “the most aggressive move Charlotte has made in years.”

For Chicago, the return drew praise for its balance of youth, upside and future assets. “They didn’t just dump salary — they got real pieces and a pick,” wrote The Athletic’s Darnell Mayberry.

What’s Next

White and Conley are expected to travel to Charlotte immediately and make their Hornets debuts as early as Friday against the Orlando Magic. The team has until Feb. 20 to decide whether to waive Conley’s non-guaranteed 2026–27 salary or keep him for another season.

For Chicago, the trade opens the door to further deadline or offseason moves, potentially including offers for Zach LaVine or Nikola Vučević if the rebuild accelerates.

In Charlotte, the deal marks a clear pivot: from rebuilding to retooling around Ball, Miller, and now White. Whether it pays off depends on health, chemistry, and whether the Hornets can climb out of the lottery and into the play-in conversation.

For now, the NBA world is left marveling at how quickly a quiet deadline turned explosive — with two franchises betting on very different futures.

Malta’s hospitality sector continues to be a beacon of opportunity and excellence, thanks in part to initiatives such as the YYY Malta Competition.

The prestigious event brings together the island’s most talented hospitality workers, including young chefs, waiters and mixologists, for a two-day competition that celebrates customer service and creativity in their relevant fields, ensuring these valuable skills don’t die out.

The most recent competition, held in January, attracted Malta’s most promising hospitality stars. The event kicked off with an industry networking day, attended by some of Malta’s most celebrated hospitality firms, mixing with competitors and judges. The competition itself was followed by an awards evening, where the winners were announced.

Lucy Paulusma won the Young Waiter award; Alessandro Raneri was crowned the Young Chef winner, and Ivelin Ivanov was named Young Mixologist winner. These young stars won a subsidised trip to London and the opportunity to compete in the global YYY competition.

Supporting Maltese talent and ensuring valued skills don’t die out.

The YYY Malta Competition. is a vital platform supporting young Maltese workers in a highly competitive and evolving industry. Malta’s hospitality sector remains one of the strongest in Europe, contributing significantly to the national economy, accounting for 15% of GDP and providing numerous career opportunities in leading restaurants and hotels.

Just before Christmas, the Deputy Prime Minister Dr Borg, visited hospitality professionals in St. Paul’s Bay and St. Julian’s, including the AX Odycy. 32,000 professionals worked across Malta’s 450 hotels over the Christmas period, welcoming people from across the world to the island over the festive period. The Abela administration’s objective of supporting the Maltese hospitality industry, which is still recovering from the pandemic, is an encouraging sign for an industry which so easily could have died out without government support. More broadly, a recent report showed that 96% of Maltese graduates found employment in 2023, ahead of the EU average of 83.5%. At the top of the list of jobs needed filling is chefs, doubtless the success of YYY will have contributed to filling this demand.

The Maltese Tourism Authority and the Malta Visual Non-Visual Network has also collaborated to offer training for tourism and hospitality workers, to better understand how to create a more inclusive environment for blind and low vision persons into the hospitality industry. The MVNV is led by Bridget Micallef, who is instrumental in engineering the collaboration to create a more inclusive and welcoming hospitality sector.

Training courses from institutions such as the Institute of Tourism Studies (ITS) have been instrumental in boosting the quality of Maltese hospitality. The ITS offers courses from foundation level to master’s degrees. The ITS newly announced a partnership with the Emirates Academy of Hospitality Management, the Middle East’s most respected hospitality training college.

db Group: Malta’s largest hospitality employer

Judging the competition were renowned culinary figures, including Paul Greening, head of the db Group’s culinary team, alongside Michelin-starred chefs Andrew Borg and Christian Cali. Greening is deeply committed to nurturing the next generation of hospitality professionals, sharing his expertise and passion to help nurture young talent.

At the heart of Malta’s hospitality success story is the db Group, the islands largest hospitality provider. Founded in 1984 by Silvio Debono, who started the company with a small guesthouse, the company has grown into a multimillion-dollar international enterprise. db Group has become synonymous with quality, excellent customer service and authentic Mediterranean hospitality.

db Group’s influence now extends beyond Malta, with recent expansion into the UK market with ‘Aki’, a Japanese restaurant that has quickly become a favourite in London’s dining scene. This international success underscores db Group’s commitment to excellence and its role as a respected employer, offering exciting career paths for young professionals.

Promoting young talent and industry collaboration

The YYY competition exemplifies the importance of private sector collaboration in supporting young talent. By bringing together industry leaders, competitors and mentors, the event fosters a community dedicated to excellence and growth. This collaboration is crucial in an industry facing challenges, but also ripe with opportunity.

As Malta continues to be a popular destination amongst more affluent visitors, both holidaymakers and investors alike, the island’s next generation of hospitality professionals is well placed to serve the most discerning of customers.