LOS ANGELES — Unverified rumors of marital trouble between comedian Kevin Hart and his wife Eniko Hart have spread rapidly across social media in late April 2026, with claims that Eniko is considering divorce due to ongoing disagreements about child support payments Kevin makes to his two children from his first marriage.

The speculation, which gained traction on platforms including Instagram, TikTok and Facebook over the past week, alleges that Eniko has grown frustrated with Kevin’s continued financial support for his older children, Heaven and Hendrix Hart, from his marriage to ex-wife Torrei Hart. Some posts claim Eniko has asked Kevin to stop the payments now that the children are adults and financially independent.

However, as of April 28, 2026, no credible public records, court filings or official statements confirm that Eniko has filed for divorce or that the couple has separated. Multiple fact-checking sources and entertainment outlets have noted the absence of any verified documentation, describing the reports as unconfirmed gossip circulating primarily through unverified social media accounts.

Kevin, 46, and Eniko, 41, have been married since August 2016 and share two children together — son Kenzo, 8, and daughter Kaori, 5. The couple has weathered public challenges before, including Kevin’s 2017 infidelity scandal that Eniko publicly addressed during her pregnancy with Kenzo. They renewed their vows in 2020 and have frequently posted affectionate family moments on social media.

The current rumors appear to stem from Kevin’s long-standing financial obligations to his first family. Court documents from his 2016 divorce from Torrei Hart outlined child support arrangements, and Kevin has spoken publicly about his commitment to co-parenting and providing for all four of his children.

Social media users have reacted strongly, with some criticizing Eniko for allegedly wanting to cut support for stepchildren, while others defend her right to set boundaries in her marriage. The discussion has reignited broader conversations about blended families, financial transparency in celebrity marriages and the pressures of public scrutiny.

Neither Kevin nor Eniko has directly addressed the latest rumors. Kevin’s representatives did not respond to requests for comment, while Eniko’s last public posts focused on family life and her wellness brand without any indication of marital strain.

Entertainment insiders caution that celebrity divorce rumors often surface without foundation, particularly around high-profile couples. Kevin Hart has built a reputation for resilience, bouncing back from previous scandals through humor, therapy discussions and public accountability. Eniko has been praised for her grace during past challenges.

The couple’s relationship has been documented extensively over the years. They met in 2009, began dating seriously after Kevin’s first marriage ended, and tied the knot in a lavish ceremony in Santa Barbara. Eniko has often spoken about the complexities of being a stepmother while building her own identity beyond being “Kevin Hart’s wife.”

Financial experts note that child support obligations in California typically continue until children reach 18 or graduate high school, though agreements can vary. Kevin’s substantial net worth, estimated around $450 million, has allowed him to maintain generous support while building a blended family.

The timing of the rumors coincides with Kevin’s busy professional schedule. He continues touring, producing projects and appearing in films, while Eniko focuses on her modeling, business ventures and family. The couple celebrated their ninth wedding anniversary in August 2025 with warm public tributes.

Relationship counselors emphasize that financial disagreements, especially around ex-partners and children, rank among the top stressors in second marriages. Blended family dynamics require ongoing communication, clear boundaries and sometimes professional guidance — elements the Harts have publicly discussed in the past.

For now, the absence of any official confirmation suggests the rumors may be exaggerated or entirely unfounded. Celebrity news cycles frequently amplify unverified claims, particularly when they involve beloved public figures like Kevin Hart, whose personal life has long fascinated fans.

Kevin’s first marriage to Torrei Hart ended in 2016 after 14 years together. The pair shares Heaven, now in her early 20s, and Hendrix, a teenager. Both children have maintained relatively low public profiles while occasionally appearing in family content.

As the story continues circulating, fans remain divided between supporting the couple’s privacy and speculating on every social media post. Kevin and Eniko have historically chosen to address major issues on their own terms, often through joint statements or interviews.

Whether these latest rumors prove true or simply another wave of online gossip, they highlight the intense scrutiny faced by celebrity couples. For Kevin Hart, known for turning personal setbacks into comedic material, any real challenges would likely become part of his evolving narrative — as he has done successfully throughout his career.

The public will continue watching for any official word from the couple. Until then, the rumors remain just that — unconfirmed reports that have captured attention but lack substantive evidence as of late April 2026.

The United Arab Emirates has announced it is to withdraw from Opec and the wider Opec+ alliance after nearly six decades of membership, in a move that analysts warn could herald the unravelling of the world’s most powerful oil cartel and usher in a fresh wave of price volatility for British businesses already grappling with stubborn energy costs.

The Gulf state, which joined the Organization of the Petroleum Exporting Countries in 1967, said the decision reflected its “long-term strategic and economic vision and evolving energy profile”. Abu Dhabi’s energy minister suggested that operating outside the cartel’s quota system would afford the country greater flexibility to pursue its own production ambitions, free of the collective discipline that has long shaped global crude markets.

For the UK’s small and medium-sized enterprises, the immediate consequences are far from academic. Energy-intensive sectors, from manufacturing and logistics to hospitality, have spent the past three years contending with input costs that swung wildly on the back of geopolitical shocks and Opec+ output decisions. A weakened cartel could mean cheaper oil in the short term as producers compete for market share, but it also raises the spectre of greater price swings as the disciplinary mechanism that has historically tempered volatility begins to fray.

Saul Kavonic, head of energy research at MST Financial, did not mince his words, describing the move as “the beginning of the end of Opec”. With the UAE’s departure, the cartel loses roughly 15 per cent of its production capacity and what Mr Kavonic called “one of its most compliant members”. The UAE currently pumps approximately 2.9 million barrels per day, against Saudi Arabia’s nine million.

“Saudi Arabia will struggle to keep the rest of Opec together, and will effectively have to do most of the heavy lifting regarding internal compliance and market management on its own,” he warned, adding that other members may yet follow Abu Dhabi’s lead. He went further, characterising the development as a “fundamental geopolitical reshaping of the Middle East and oil markets”.

The departure leaves Opec with eleven members. Founded in 1960 by Iran, Iraq, Kuwait, Saudi Arabia and Venezuela, the cartel was created to coordinate production and stabilise revenues for member states. The current line-up also includes Algeria, Equatorial Guinea, Gabon, Libya, Nigeria and the Republic of the Congo.

For SME owners watching from Britain, the message is clear: hedging strategies, fixed-price energy contracts and supply chain stress-testing are no longer the preserve of FTSE 100 boardrooms. The post-Opec era, if it does indeed dawn, promises a more fragmented and unpredictable global energy market, and the businesses that prepare now will be best placed to weather what comes next.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

Subway is rolling out a new value menu featuring 15 items priced under $5 at participating locations across the United States, according to the company.

The offering includes several 6-inch sandwiches and wraps priced at $3.99, as well as a rotating “Sub of the Day” available for $4.99. Customers can add chips and a drink for an additional $2, Subway said.

Subway’s move comes as fast-food chains expand lower-priced offerings. McDonald’s recently introduced a nationwide value menu with items priced under $3 and a $4 meal option, according to previous FOX Business reporting.

THE PROTEIN BOOM: STARBUCKS, SUBWAY AND BEYOND LOAD UP MENUS

Subway will offer 15 items priced under $5. (Budrul Chukrut/SOPA Images/LightRocket via Getty Images)

THIS FAST-GROWING CHAIN SAYS ‘NO DISCOUNTS’ – AND IT’S PAYING OFF

The lower-priced options include four “Deli Faves” sandwiches – BLT, Cold Cut Combo, Spicy Pepperoni and Ham & Salami – along with “Protein Pockets,” tortilla wraps that the company said contain more than 20 grams of protein.

The $4.99 daily sub promotion features a different 6-inch sandwich each day of the week, including items such as Meatball Marinara, Classic Tuna and Sweet Onion Chicken Teriyaki, according to Subway.

The Subway sandwiches that are part of the company’s value menu with 15 entrées under $5. (Subway)

MCDONALD’S GOES ALL-IN ON AFFORDABILITY: FULL MENU REVEALED FOR NEW UNDER $3 AND $4 DEALS

The menu is being introduced at more than 18,000 restaurants nationwide, though availability and pricing may vary by location. Subway said prices may be higher in California, Washington, Alaska and Hawaii, and additional charges may apply for delivery or add-ons.

“Subway’s Fresh Value Menu proves you don’t have to choose between eating well and saving money,” said Dave Skena, the company’s North America chief marketing officer.

The new value menu is being introduced at more than 18,000 restaurants nationwide. (Subway)

Subway said the menu can be found in stores, online and through its mobile app.

CLICK HERE TO GET FOX BUSINESS ON THE GO

The company operates more than 35,000 restaurants globally, most of which are independently owned and operated by franchisees.

JetBlue Airways is moving forward with its flight plans at Fort Lauderdale–Hollywood International Airport, its president said, regardless of whether the airport’s No. 1 carrier, Spirit Airlines, gets a government bailout.

JetBlue, United Airlines, Frontier Airlines, Breeze Airways and others added flights last year at Fort Lauderdale, which is Spirit’s home hub, as well as at other major airports where Spirit has a large presence. Those moves came shortly after Spirit filed for Chapter 11 bankruptcy protection for the second time in less than a year.

As a possible liquidation looms, budget carrier Spirit is in talks with the Trump administration for a potential bailout that could include a $500 million loan that could also give the government an up to 90% stake, people familiar with the matter have said, requesting anonymity to talk about the deal before it’s public. The airline’s lenders are accessing a deal this week.

Spirit has cut its capacity in recent years to save on costs. In February, it still had the most market share at Fort Lauderdale with nearly 25%, down from more than 28% a year earlier, while JetBlue’s share grew to more than 20%, up from 18.5% a year earlier, according to the latest available statistics from the airport.

“We have now added significant capacity” there, JetBlue’s president, Marty St. George, said on an earnings call Tuesday. “We’ve doubled the size of our next biggest competitor.

“We did not go into this with any expectation of Spirit going away,” he added. “What we have done is we’ve taken advantage of gate availability that they’ve created with some of their pulldowns.”

He added that JetBlue was happy with its unit revenue there, even with the capacity additions. “I think what it shows is that the JetBlue value proposition resonates in South Florida,” he said.

The industry is grappling with a surge in fuel prices, but JetBlue and other carriers have so far reported that customers continue to book flights.

The Association of Value Airlines, of which JetBlue isn’t a member, on Monday said it is seeking $2.5 billion from the Trump administration to help offset the jump in fuel, airlines’ second-biggest expense after labor.

JetBlue CEO Joanna Geraghty said the airline is open to “anything and everything, assuming the terms would make sense for JetBlue,” but added the airline is focused on its JetForward strategy to return to profitability, including adding new products like domestic first-class seats.

She said that carrier is watching the situation and seeing what “shakes out with Spirit and value carriers and whether anything comes their way,” she said.

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For many small businesses, workforce technology is like that. When it works properly, nobody notices it. When it doesn’t, it can quickly become the centre of the working day. And if you don’t have a dedicated IT team to step in and fix issues quickly, the impact is magnified.

This is felt especially sharply with employee laptops, because so much of modern work runs through this single device: email, documents, spreadsheets, browser tools, calls, messaging and client communication. When a laptop is not up to the job, it reshapes how work feels, how smoothly people move through the day and how much energy gets wasted on things that should be effortless. Crucially, this often doesn’t show up as one dramatic failure. It shows up as constant, low-level friction that people gradually learn to work around. That is what makes it so easy to miss. Employees adapt, lower expectations, build bad habits to cope with the device and push through, so the drag on time and energy becomes ‘just how it is’.

In practice, that can mean slowdowns when switching between email, documents, spreadsheets, browser tabs and calls, video meetings that glitch, freeze or feel unreliable under pressure, battery anxiety when working away from a desk, repeatedly waiting for the laptop to catch up, restart or reconnect, cramped side-by-side working on smaller screens, and too much reliance on dongles, adapters and setup workarounds.

The cost in terms of behavioural impact includes employees switching cameras off just to keep calls running smoothly, which hampers communication and damages the client experience, keeping fewer windows open than they need, which slows tasks down, delaying restarts and important software updates, increasing exposure to vulnerabilities, and using their personal devices as a backup, sometimes handling sensitive business or customer information.

For small business leaders, there is another layer of concern: buying the wrong thing and being stuck with it for years. That might mean devices already feeling stretched after 12 to 24 months, overspending on tech people do not fully use, or risking client trust through weak privacy and security. The biggest risk is that these ways of working start to feel normal. Once that happens, friction stops looking fixable and starts getting absorbed into everyday life.

Because people often stop flagging these issues and simply work around them, it’s easy for leaders to underestimate the scale of the problem. But this is affecting millions of SMBs in the UK and many millions more around the world. HP’s 2026 SMB workflow research found that nearly 60% of SMB IT leaders say troubleshooting consumes more of their time than innovation, nearly half of SMB workers say obsolete tools make everyday tasks unnecessarily frustrating, and more than 60% of small business leaders link those inefficiencies to increased burnout and employee turnover.

If hidden friction is the problem, then simply adding more technology is not the answer. Rather, it is about how to choose the right devices that will remove the most important points of friction from the working day.

The HP EliteBook 8 G1a is a useful example of a lower-friction device because it is built around the problems small businesses actually experience. Work feels faster and less stop-start, because the laptop has the headroom for how people actually work now, moving between documents, spreadsheets, browser tabs, messaging and HD calls without quickly feeling maxed out. That is where the AMD Ryzen AI 7 Pro platform, 64GB RAM and 1TB storage make a real difference.

Long, multitasking sessions feel more comfortable, because the 16-inch, 16:10 display gives people more room to compare documents, work across spreadsheets and take notes during meetings without constant resizing and juggling. Hybrid work becomes less awkward, because built-in HDMI, USB-A and multiple USB-C and Thunderbolt 4 ports make it easier to move between meeting rooms, home offices and shared workspaces without relying on a bag full of dongles and adapters.

Security and privacy feel more built in and less disruptive, which matters especially for SMBs without a dedicated IT team. HP Wolf Security helps isolate common threats such as phishing links, malware and ransomware in the background, while Sure View narrows the viewing angle of the screen so sensitive information is harder for people nearby to see in shared or public spaces. Meetings feel more professional without extra effort, because the 5MP camera and built-in AI-powered meeting features help people look clear, stay centred in frame and sound better on calls.

As a next generation AI PC, it is a more future-ready choice, because AI will increasingly be part of the tools businesses already use. With a dedicated Neural Processing Unit (NPU) and enough memory to support more local AI-enabled workloads over time, it is designed to stay fast and efficient for longer rather than feeling like the wrong decision a year from now.

For small business leaders, the key question is: What will reduce friction for our team for long enough to justify the investment? Some useful ways to think about this, and questions to ask your team directly, include identifying where current laptops are quietly slowing people down, looking for repeated low-level problems rather than dramatic failures such as lag, poor meetings, awkward setup, battery stress and too many workarounds. It also means understanding what the busiest day actually looks like and buying for the reality of multitasking, video calls, side-by-side working and hybrid movement.

Leaders should consider whether they are buying for short-term savings or long-term value, since a cheaper device that feels stretched after a year can become worse value than a better-specced one that stays comfortable for longer. They should also ask whether security feels built in or bolted on, because the safest setup is usually the one that asks the least extra effort from already busy people.
It is also worth thinking about whether a device will stay useful as AI-enabled tools become more normal. The practical issue is not whether AI matters this minute, but whether the laptop will keep pace as those features become part of everyday software. Finally, consider whether the device fits how people actually work, as the right choice is about balance: performance headroom, screen space, connectivity, collaboration and peace of mind.

Future-ready technology should not demand more attention from a small business. It should support the business without demanding more effort to use it, by reducing everyday friction, protecting sensitive work and staying useful for long enough to offer real value. For more information, please visit HP’s site.