TUCSON, Ariz. — The Pima County Sheriff’s Department issued a fresh statement Friday on the disappearance of Nancy Guthrie, the 84-year-old mother of NBC “Today” show co-host Savannah Guthrie, as the investigation enters its fourth month with few public updates and mounting questions about transparency. Authorities described the case as active and ongoing while renewing a plea for tips from the public.

Nancy Guthrie was last seen Jan. 31 at her home in the Catalina Foothills north of Tucson. A trail of blood and signs of possible struggle were found inside the residence, prompting authorities to treat the disappearance as a suspected abduction. Despite extensive searches, interviews and forensic work involving the FBI, no arrests have been announced and no suspects publicly identified.

The latest statement from the sheriff’s department, its first detailed comment in nearly a month, emphasized continued collaboration with federal partners. “The Pima County Sheriff’s Department continues to work closely with the FBI as investigators follow up on leads, review information, and pursue the facts surrounding this case,” a spokesperson said. Officials encouraged anyone with information to contact authorities, reiterating that the search remains active.

The relative silence has drawn criticism from some local officials and observers who question the pace of public communication. Sheriff Chris Nanos has faced scrutiny over his department’s handling of the high-profile case, including reports of internal changes prior to the disappearance and his own past disciplinary issues from decades earlier. A county supervisor recently described Nanos as having “perpetrated a fraud” regarding aspects of his employment history, though the sheriff defended his record in a detailed filing.

Emails obtained by media outlets revealed that months before Guthrie vanished, the sheriff’s department collaborated extensively with producers of a reality television show called “Desert Law,” granting behind-the-scenes access to operations, deputies and body camera footage. Critics argue this relationship raises transparency concerns at a time when the agency should focus solely on the investigation. Nanos and department leaders have pushed back, insisting the partnership did not interfere with case work.

Guthrie’s disappearance has captivated national attention due to her daughter’s prominence in broadcast journalism. Savannah Guthrie has shared occasional updates on social media and through the “Today” show, expressing gratitude for the outpouring of support and prayers while asking for privacy as the family copes with uncertainty. A substantial reward, reportedly reaching $1.2 million through combined contributions, remains in place for information leading to her safe return or resolution of the case.

Search efforts have involved volunteers, drones, canines and ground teams scouring desert terrain and nearby areas. Officials recently asked volunteer searchers to stand down as the FBI analyzes evidence, signaling a shift toward investigative leads over broad physical searches. Blood evidence and other forensic items continue undergoing specialized testing at private labs to develop potential DNA profiles or other clues.

The case has highlighted challenges in missing persons investigations involving elderly individuals. Guthrie’s age and health status add urgency, as prolonged time missing increases risks. Authorities have not released a detailed timeline of her final known movements beyond the home scene, citing investigative needs, which has frustrated some community members seeking more openness.

Local media and true crime enthusiasts have speculated widely, with unconfirmed reports of persons of interest surfacing periodically. Sheriff Nanos addressed one such rumor with a terse denial, responding “Nope” when asked about a new detention. Such minimal responses have fueled perceptions of opacity, though department spokespeople stress that protecting the integrity of the probe takes precedence over frequent updates.

Pima County has undergone leadership transitions in law enforcement units, including homicide and cold cases, in the months preceding the disappearance. Some reports link these rotations to the reality TV collaboration, raising questions about resource allocation and preparedness. Sheriff Nanos defended his team’s experience, noting recent high-profile solves under current supervisors.

For the Guthrie family, the prolonged uncertainty compounds emotional strain. Savannah Guthrie has balanced professional duties with private advocacy, occasionally posting messages of hope and resilience. Friends and neighbors describe Nancy as an active, vibrant woman whose sudden absence left a void in the close-knit community.

Broader implications touch on elder safety, home security and rapid response protocols. Advocacy groups urge residents to install cameras, maintain communication routines and report suspicious activity promptly. The case serves as a sobering reminder that abductions can occur in seemingly safe suburban settings.

As weeks turn to months, investigators pursue digital records, financial trails and witness statements. The FBI’s involvement brings federal resources, including behavioral analysis and advanced forensics. Tips continue flowing in, though officials caution that many require verification amid the volume generated by national coverage.

Community vigils and fundraisers have kept Nancy Guthrie’s name prominent. Billboards, social media campaigns and local news segments sustain awareness. Authorities stress that even small details — a vehicle description, unfamiliar person or unusual activity around late January — could prove pivotal.

The sheriff’s department faces pressure to balance transparency with operational security. While some criticize the pace of statements, others recognize the complexities of a case lacking immediate suspects or clear motive. Moving forward, renewed public engagement may yield breakthroughs as the investigation evolves from search to targeted inquiry.

Nancy Guthrie’s story resonates because it strikes at universal fears of vulnerability in later years. Her family, friends and the wider public await resolution with heavy hearts. The latest statement, though brief, reaffirms commitment while underscoring the need for continued community vigilance in this unresolved mystery.

A Leader Shaped by Early Responsibility

Otto Bohon didn’t grow into business. He was raised in it.

Born and raised in Tucson, Arizona, he started working in his family’s restaurant at just nine years old. While most kids were focused on school and sports, Otto was learning how a business runs behind the scenes.

“I was bussing tables at first,” he says. “But I was also watching everything—how people got hired, how money moved, how systems worked.”

By age 12, he was already learning payroll. That early exposure gave him a rare advantage. He wasn’t just working. He was studying operations in real time.

His father, an immigrant, built a restaurant group from the ground up. That example left a lasting impact.

“I saw what it takes to build something from nothing,” Otto says. “That sticks with you.”

From Athlete to Business Builder

Growing up, Otto was also highly athletic. He played football and trained in martial arts. For a time, he dreamed of becoming a baseball player.

But business kept pulling him back.

“I always had that competitive mindset,” he says. “It just shifted from sports to business.”

He attended the University of Arizona, where he earned a degree in Psychology. He later completed an MBA with a focus on Finance and Marketing.

That mix of education helped shape how he approaches leadership today.

“Understanding people is just as important as understanding numbers,” he explains.

How Otto Bohon Built a Career in Finance

Otto’s entry into finance started in a familiar place—at the bottom.

He joined Wells Fargo as a teller during college. But he didn’t stay there long.

“I moved up quickly because I was always focused on learning the system,” he says.

He eventually became a Private Banker. That role gave him exposure to high-level clients and complex financial structures.

But Otto wanted more control over his path. So he left to become an independent Financial Advisor.

That decision changed everything.

Over time, he built a practice managing around $500 million in assets. Along the way, he earned multiple industry awards, including three Quantum Leap awards and a top MVP honor in 2019.

Still, something didn’t feel right.

“I realized my strength wasn’t just advising,” he says. “It was building systems and teams.”

Why He Walked Away From a Successful Practice

In 2020, Otto made a bold move. He sold his financial practice.

For many, that would be the peak. For him, it was a pivot.

“I knew I could make a bigger impact on the operational side,” he says. “That’s where I saw the real gaps.”

He shifted into consulting and executive leadership. His focus became clear: help companies scale by building better systems.

He served as Chief Operating Officer at SIM and later took on a Senior Advisor role with Affinex Capital.

There, he helps guide operations across multiple companies.

“My job is to make sure the people running these companies have the tools and structure to succeed,” he explains.

Building Systems That Scale

One of Otto’s key strengths is turning ideas into systems.

At Affinex Capital, he has helped raise around $500 million by improving internal processes and training.

He also developed a training program designed for people with no industry experience.

“The goal was simple,” he says. “Make it possible for anyone willing to work hard to succeed.”

Beyond that, he has built CRM systems and operational frameworks that help companies grow faster and more efficiently.

In the last five years alone, his work has helped create over 500 jobs.

“That’s something I’m really proud of,” he says. “Not just growth, but opportunity for others.”

Leading Through Mentorship and Culture

Otto Bohon

sees leadership differently than most.

“I prefer to lead, not manage,” he says. “There’s a big difference.”

For him, leadership is about mentorship and development. He has helped many people get their first real opportunity in the industry.

“I’ve seen people go from zero experience to building strong careers,” he says. “That’s what drives me.”

His background in psychology plays a role here. He focuses on how people think, learn, and grow.

“Systems matter,” he says. “But people matter more.”

Community Impact and Personal Life

Otto’s work extends beyond business.

In 2017, he was named “Man of the Year” by the Tucson Hispanic Chamber of Commerce’s 40 Under 40. The award recognized his community involvement and philanthropy.

He has served on boards like the Arizona Blind and Deaf Children’s Foundation and St. Miguel. He has also volunteered with Habitat for Humanity and supported fundraising efforts for the Southern Arizona Diaper Bank.

“Giving back has always been important to me,” he says. “I wouldn’t be where I am without my community.”

At home, he focuses on family. He and his wife have four daughters.

“I try to spend as much time with them as I can,” he says. “That’s what keeps everything grounded.”

He also enjoys exploring art and managing his growing collection of collectibles.

What Defines Otto Bohon’s Leadership Today

Looking at his career, one theme stands out: building.

From restaurants to finance to consulting, Otto has always focused on creating structure and opportunity.

“I like building things that last,” he says.

Today, he continues to work behind the scenes, helping companies grow and leaders improve.

His path hasn’t been linear. But it has been intentional.

“I’ve always followed where I can make the biggest impact,” he says.

Cirrus Environmental Services’ Boldon office will become Latus Group’s Northern hub

A South Tyneside occupational hygiene specialist has been snapped up for an undisclosed amount by growing Humber business Latus Group. Hull-based Latus Group has acquired East Boldon based Cirrus Environmental Solutions Limited, a move it said strengthens its national footprint while also establishing the group as one of the UK’s leading occupational hygiene providers.

The deal marks the fifth acquisition for Latus following investment from NorthEdge in July 2024. Cirrus, incorporated by co-founders Stuart Hovvels and Rachel Bowman in 2005, has technical expertise within key occupational hygiene services, including air quality and exposure monitoring; occupational noise surveys; local exhaust ventilation testing, and whole body and hand arm vibration monitoring.

Cirrus, which has 12 employees, has a team of highly qualified and experienced occupational hygienists to Latus. The acquisition further supports Latus Group’s rapidly growing occupational hygiene division, following the recent acquisition of Euro Environmental Limited in February.

The Boldon Business Park office in the North East will become Latus’ Northern Hub, from which it will provide occupational hygiene and broader occupational health services to the northern regions and Scotland, expanding the group’s geographical coverage.

Rachel Bowman and Stuart Hovvels, co-founders of Cirrus Environmental Solutions, said: “Joining the Latus Group is an exciting next step for our business and our people. As part of the Latus Group, we can offer our clients access to end-to-end workplace compliance solutions, backed by technology, with coverage throughout the UK.

“We look forward to remaining in our current roles and continuing to work with Cirrus’ staff and customers to offer market leading workplace environmental solutions.”

Jack Latus, CEO of Latus Group, said the acquisitions establish the business as a leading provider of workplace compliance solutions, underpinned by market-leading technologies, focused on keeping employees fit and healthy in work.

He added: “Occupational hygiene remains a key strategic growth area for us. As well as providing us with additional services and geographic coverage, the acquisition of Cirrus also sees us bring market-leading occupational hygiene talent into the Group – with a highly skilled team led by Rachel and Stuart.

“I look forward to working with them as we deliver on our collective mission of modernising workplace healthcare and improving employee health outcomes across the UK.”

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Christina Ong’s Como Group has emerged as a key shareholder in the lossmaking SL6, the holding company behind The Fat Duck and the Hinds Head, handing the celebrity chef the firepower to expand.

The Singaporean billionaire long credited with turning London’s Bond Street into a luxury catwalk has set her sights on a rather more idiosyncratic British institution: the country kitchen of Heston Blumenthal.

Christina Ong, the 78-year-old fashion mogul and hotelier dubbed the “Queen of Bond Street”, has emerged as the new financial backer of the celebrity chef’s lossmaking restaurant empire. Filings lodged this week show that her family’s Como Group has become a key shareholder with significant control of SL6, the holding company behind Blumenthal’s culinary ventures.

The deal hands the Ong family a foothold in one of British gastronomy’s most distinctive brands and offers the chef the financial muscle to push into new markets. It is understood the cash injection will underpin the expansion of Blumenthal’s award-winning operations, headed by The Fat Duck in Bray, Berkshire, the three-Michelin-starred restaurant that almost single-handedly placed British “molecular gastronomy” on the world map when it opened in 1995. Blumenthal, 59, also operates the nearby Hinds Head pub close to Maidenhead.

“Como’s international experience in the hospitality sector opens up new doors for what comes next,” Blumenthal said, adding that the partnership would allow the group to “explore new possibilities”.

The investment arrives at a delicate moment for SL6. In its most recent set of accounts, the company conceded it was in talks with potential investors to secure long-term funding “to help overcome the current economic challenges [and] provide a foundation for future growth”. For the 12 months to the end of May 2024, revenues fell to £8.9 million from £9.5 million while pre-tax losses widened to £2.1 million, up from £1.4 million the previous year.

A spokeswoman for the company sought to balance the picture, insisting that demand for reservations across both restaurants remained robust and that the Hinds Head had delivered consistent month-on-month growth over the past 18 months, putting it on course for a record year.

Ong’s arrival comes only weeks after Blumenthal confirmed the closure of Dinner by Heston, his two-Michelin-starred ode to historical British cookery housed within the Mandarin Oriental in Knightsbridge. The London site, which opened in 2011, will shut once the hotel tenancy expires, although a sister Dinner by Heston, opened in 2023 inside the Atlantis The Royal hotel on Dubai’s Palm Jumeirah, continues to trade.

For Como Group, the deal extends a hospitality and lifestyle empire that already spans 15 countries. Headquartered in Singapore and controlled by the Ong family, it operates 11 restaurants, the bulk of them in its home city, alongside a portfolio of 19 luxury hotels and resorts in markets including London, Italy, France, the Maldives, Bali, Australia and Thailand. The group’s first foray into food and beverage came in 1989, when it opened the Armani Café in London.

Ong herself is a fixture of British retail and luxury. She founded the Club21 fashion boutiques in 1972 and, through Challice, the investment vehicle she runs with her 80-year-old husband Ong Beng Seng, holds a 56 per cent stake in Mulberry, the British leather goods house. Her interests also include a string of fashion franchise stores running brands such as Emporio Armani.

“We see this partnership as the beginning of something very special,” Ong said. “We look forward to supporting that continued evolution of these iconic restaurants, while unlocking new opportunities for thoughtful growth in the years ahead.”

The deal also marks a public reappearance for the Ong family on the corporate stage. Last year, Ong Beng Seng was fined S$23,400 after pleading guilty to a charge linked to a gift scandal involving a former Singaporean government minister. He had faced a maximum penalty of seven years’ imprisonment, but a judge granted “judicial mercy” in light of his poor health.

For Blumenthal, who has spent three decades coaxing Britons into eating snail porridge and bacon-and-egg ice cream, the message to the dining public is more prosaic. With Como’s chequebook now within reach, the chef has the runway to refresh, and quite possibly enlarge, an empire that, for all its critical acclaim, has been struggling to make the books balance.

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.

Thermos is recalling more than 8 million food jars and bottles after a dangerous defect caused stoppers to “forcefully eject,” leaving some consumers blind.

The Illinois-based company’s recall impacts about 5.8 million Stainless King Food Jars and 2.3 million Sportsman Food & Beverage Bottles sold over more than 15 years, according to a Thursday notice from the Consumer Product Safety Commission (CPSC).

Thermos has received 27 reports of stoppers striking users when the containers were opened. Three people suffered permanent vision loss after being hit in the eye, regulators said.

CHILD SAFETY RISK SPARKS POPULAR NASAL SPRAY RECALL, NEARLY 800K BOTTLES IMPACTED

The Thermos 16-oz Stainless King Food Jar (SK3000), 40-oz Sportsman Food & Beverage Bottle (SK3010), and 24-oz Stainless King Food Jar (SK3020) have been recalled. (Consumer Product Safety Commission)

Officials say the containers lack a pressure-relief mechanism, allowing pressure to build up when food or liquids are stored inside for an extended period.

“If perishable food or beverages are stored in the container for an extended period of time, the stopper can forcefully eject when opened, which can result in serious impact injury and laceration hazards to the consumer,” the CPSC said.

The recall includes:

• Thermos Stainless King Food Jars, models SK3000 (16 oz) and SK3020 (24 oz), manufactured before July 2023
• All Thermos Sportsman Food & Beverage Bottles, model SK3010 (40 oz)

NEARLY 13K TODDLER TOWERS RECALLED AFTER DOZENS OF INJURIES FROM STOOLS COLLAPSING, TIPPING

Officials say the containers lack a pressure-relief mechanism, allowing pressure to build up when food or liquids are stored inside for an extended period. (Consumer Product Safety Commission)

The products were sold in multiple colors at major retailers, including Target and Walmart, as well as online through Amazon, Thermos and other sites. 

They were available from March 2008 through July 2024 for about $30.

The Thermos logo appears on the side of the products, with model numbers printed on the bottom. The items were manufactured in China and Malaysia.

GHIRARDELLI RECALLS DRINK MIXES OVER POTENTIAL SALMONELLA CONTAMINATION

The products were sold in multiple colors at major retailers, including Target and Walmart, as well as online through Amazon, Thermos and other sites. (iStock)

Consumers are urged to stop using the recalled products immediately.

“Consumers should stop using the recalled Food Jars and Bottles immediately and contact Thermos to receive a free replacement pressure relief stopper or replacement Bottle, depending on the model,” the CPSC said.

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FOX Business reached out to Thermos for comment.