Finally some very good news on oil prices. America is going to give a lot of help to insure and reinsure, in other words, guarantee, oil cargo values moving through the Strait of Hormuz. The faster we safely get those ships to successfully sail through the strait, the faster oil prices are going to peak and move back down.

There are 120 tankers sitting in Persian Gulf ports at the top of the strait, paralyzed because Lloyds of London and other reinsurers have broken their contracts and jacked up insurance rates 50 percent to 100 percent — if they’ll even write a contract — because of the so-called Iranian war risk premium.

It’s mainly this problem that is driving up oil prices. There is no scarcity of oil, indeed oil is oversupplied throughout the world. For America alone, we’re now producing 13.6 million barrels per day, and 24 million barrels per day in oils and liquid fuels, more than Russia and Saudi Arabia combined.

Ever since President Trump’s “drill, baby, drill” policy in his first term and continued now in his second term, the fossil fuel spigots have been turned back on. And America has become an oil exporter, as well as the world’s leading producer.

In fact, America is producing nearly as much natural gas as Russia, Iran, and Communist China combined, at a staggering 110 billion cubic feet per day. And one of the great parts of Mr. Trump’s courageous effort to end Iran’s 47-year war against America is that the power to disrupt oil in places like Iran and Venezuela will be removed.

So, today, the Trump administration announced that the International Development Finance Corporation, through Treasury Secretary Scott Bessent, has a detailed implementation plan, approved by Mr. Trump, to deploy maritime reinsurance, including war risk coverage, in the Gulf region. “In close coordination with” the Central Command, the announcement continued, “this plan will restore confidence in maritime trade, help stabilize international commerce, and support American and allied businesses operating in the Middle East during the conflict with Iran.”

Now, this is a major development. To be sure, the Iranian navy has basically been buried under deep water on the floor of the Persian Gulf. Not a factor. A few nitpickers actually believe that a couple of Iranian motorboats with a rifle will sink a supertanker filled with oil. I don’t believe that for a minute.

However, the great United States Navy is going to be a player here. Perhaps with ships at both ends of Hormuz. And other ships accompanying oil supertankers, as they make their way through the waterway toward their destination.

So we’d be insuring any losses and providing military protection to get oil to its proper destination.

World oil prices have basically jumped $30 in the last week because of the wartime risk premium. I don’t know where the peak is, but when America gets this packaged together, with insurance, naval protection, many ships passing through the Strait of Hormuz, it will be confidence inspiring. We will not be far away not only from a peak in oil prices, but a gradual descent back to normalcy, which would be something near $60 a barrel, or perhaps the mid $50s.

Little Iranian motor boats will have nothing to say about it.

Bianca Censori, the wife of rapper and fashion mogul Kanye West (now legally known as Ye), stunned onlookers at the Stanley Mosk Courthouse on Thursday by arriving in a notably modest, all-black ensemble. The appearance marked a sharp departure from her signature provocative style and signaled strict compliance with a courtroom dress code mandated by the presiding judge in West’s ongoing civil trial.

The 31-year-old Australian architect arrived at the downtown Los Angeles courthouse on March 5, 2026, to testify in a high-profile lawsuit involving her husband’s former Malibu mansion. Observers noted that Censori wore a buttoned-up black long-sleeved cardigan paired with a floor-length leather pencil skirt. She completed the professional look with clear-framed glasses, silver heels, and her hair secured in a tight, neat bun—a visual “180-degree turn” from the sheer and “invisible” outfits that have defined her public image over the last year.

The Judge’s Ultimatum: ‘No Drama, No Hats’

The style shift follows a stern warning issued in late February by Los Angeles Superior Court Judge Brock T. Hammond. During a final status conference before the 12-day jury trial commenced, Hammond made it clear that celebrity status would not grant exemption from judicial decorum.

“The parties and witnesses you’re calling must comply with the basic dress code of the court: no hats, sunglasses, or revealing clothing. No drama,” Judge Hammond told attorneys for both sides. He emphasized that any individual failing to meet these standards would be “turned around at the door” and barred from the proceedings.

Legal experts suggest the warning was a preemptive strike to ensure the focus remained on the merits of the case rather than the sensationalist fashion choices that often follow the couple. Censori’s choice to adhere to the guidelines appears to be a strategic move to present herself as a credible, serious witness before the jury.

Testimony: Power of Attorney and the ‘Ando House’

Inside the courtroom, Censori’s role shifted from fashion icon to key witness. The trial centers on a lawsuit filed by Tony Saxon, a former project manager and handyman who claims West owes him more than $1 million in unpaid wages and expenses related to the renovation of a $57 million Malibu beachfront home designed by Pritzker Prize-winning architect Tadao Ando.

Censori, who holds a Master’s degree in architecture and worked for West’s Yeezy brand before their marriage, was the lead architect on the project. During her testimony on Thursday, she confirmed a crucial legal detail: she holds power of attorney for West.

“I can sign things on his behalf,” Censori told the jury, according to court transcripts.

Her testimony also touched on the chaotic nature of the renovation. Saxon alleges that West intended to turn the architectural masterpiece into an “off-the-grid bunker,” a process that allegedly involved removing all windows and electricity. Saxon claims he was forced to sleep on concrete floors and suffered a significant back injury due to hazardous working conditions.

Censori, however, countered some of Saxon’s claims, suggesting that the plaintiff may have misrepresented his credentials. “When I stopped working at the house, I asked, ‘Do you have a contractor’s license?’ and he said he did,” she testified. She described Saxon as someone who “interjected himself” into the project to stay within West’s “orbit.”

The ‘Ye’ Factor: A High-Stakes Legal Calendar

The Malibu mansion trial is just the first in a series of legal battles facing West in 2026. The rapper is expected to take the witness stand for a full day of testimony on Friday, March 6. His appearance is highly anticipated, marking his first major public testimony since his December 2025 public apology regarding past antisemitic comments.

The current trial involves several explosive allegations from Saxon, including:

• Unpaid Overtime: Claims of 16-hour workdays without proper compensation.
• Safety Violations: Allegations that West demanded the installation of large generators inside the home, which Saxon warned were a fire and carbon monoxide risk.
• Retaliation: Saxon claims he was fired after refusing to comply with dangerous requests.

West has denied all wrongdoing and filed a countersuit against Saxon, alleging the former employee placed an illegal $1.8 million lien on the property to block its sale. West eventually sold the Ando-designed home in late 2025 for $21 million—a staggering $36 million loss from his original purchase price.

A Pattern of Legal Pressure

The outcome of the Saxon trial could set a precedent for more than a dozen other lawsuits pending against West. These include:

• Donda Academy Suits: Former teachers and security guards alleging wrongful termination and bizarre school policies (such as the reported ban on chairs and stairs).
• Copyright Infringement: Ongoing litigation over unauthorized samples on the Donda album.
• Workplace Discrimination: A suit filed by former staffer Trevor Phillips alleging a hostile and racist work environment.

For Censori, the transition to “courtroom-appropriate” attire may be more than just a temporary compliance. As she navigates her role as West’s wife and legal proxy, her ability to project stability in a courtroom setting is becoming increasingly vital to her husband’s defense strategy.

As the trial moves into its second week, legal observers are watching to see if West will follow his wife’s lead in complying with Judge Hammond’s “no drama” mandate, or if his own testimony will spark the very spectacle the court sought to avoid.

What does it take to turn big ideas into real impact?

For Frederic Levesque of Taos, New Mexico, the answer is simple. Stay curious. Build with care. And never stop learning.

Today, Frederic serves as Head of Product for Emerging Business and Partnerships at AURA, a cybersecurity company. But his path to product leadership started long before boardrooms and strategy sessions. It began in Montreal, Canada, where he grew up writing stories and playing hockey.

“Writing taught me how to think,” Frederic says. “Hockey taught me how to work with a team. I still use both skills every day.”

Those early lessons shaped how he approaches business. He blends creativity with discipline. He values teamwork as much as individual drive. And he believes big ideas only matter if you can bring them to life.

Early Life in Montreal: Creativity Meets Competition

Frederic was born in 1989 and raised in Montreal. As a kid, he balanced two passions. He wrote often. And he played hockey.

Writing gave him space to explore ideas. Hockey gave him structure and accountability.

“On the ice, you learn fast that no one wins alone,” he says. “That mindset stuck with me.”

That balance between creative thinking and team performance would later define his leadership style. Even now, he still writes and has been published in poetry. For him, writing is not just a hobby. It is a way to process complex ideas and sharpen his thinking.

Education at UGA: Building a Strategic Foundation

After high school, Frederic attended the University of Georgia. He graduated with honors, earning a cum laude distinction.

College strengthened his ability to connect ideas across fields. He learned how strategy, technology, and user needs intersect. That skill became central to his career in product management.

“At UGA, I learned how to ask better questions,” he says. “Product work is really about asking the right questions before you build anything.”

This mindset helped him move beyond theory. He became focused on execution. Ideas were important. But execution mattered more.

What Does Frederic Levesque Do at AURA?

Today, Frederic leads product strategy for Emerging Business and Partnerships at AURA, a company in the cybersecurity space.

His role centers on growth. He works on partner-driven initiatives and new business verticals. That means identifying opportunities, aligning teams, and building solutions that solve real problems.

“My job is to take something that might look like a small opportunity and ask, ‘Can this scale?’” he says. “Then we build the structure to support it.”

Cybersecurity is a fast-moving field. Threats change quickly. Customer needs evolve. Partnerships become critical. Frederic operates at the intersection of these forces.

He spends much of his time working across teams. Engineering. Marketing. Business development. External partners.

“You have to translate,” he explains. “You’re translating vision into roadmaps. Roadmaps into features. Features into outcomes.”

That ability to translate big ideas into action has defined his career.

How Big Ideas Become Real Products

Frederic believes product leadership is not about hype. It is about clarity.

“A big idea is just the starting point,” he says. “The real work is in the details.”

In emerging business lines, there is often no clear path. Teams are testing new models. Partnerships may be evolving. The market may not fully exist yet.

Frederic thrives in that space.

“I like building where there isn’t a playbook,” he says. “It forces you to think long term.”

He focuses on alignment. He asks how a new initiative fits the company’s broader mission. He looks at how partner needs match product capabilities. Then he builds systems that allow the idea to grow.

This steady, structured approach has helped shape new verticals within AURA’s business.

Life in Taos: Creativity Beyond the Office

Frederic now lives in Taos, New Mexico. The landscape is different from Montreal. But the rhythm of creativity remains.

Outside of work, he writes. He rides his bike. He builds things out of wood. He cooks. He travels.

“Woodworking reminds me of product work,” he says. “You measure carefully. You adjust. And you respect the craft.”

These hobbies are not distractions. They reinforce his belief in craftsmanship. Whether shaping a piece of wood or shaping a product roadmap, the principles are similar.

Take your time. Pay attention to detail. Build something that lasts.

Community Work and Long-Term Impact

Frederic is also involved locally. In Taos, he supports Amigos Bravos, an organization that protects and restores the Rio Grande watershed. He also volunteers at the Equine Spirit Sanctuary, helping care for horses in need.

“Impact doesn’t have to be loud,” he says. “It just has to be consistent.”

That philosophy shows up in his career as well. He is not focused on short-term wins. He is focused on sustainable growth.

Lessons from a Career in Product Leadership

Looking back, Frederic sees a clear thread running through his life.

Writing. Hockey. University. Cybersecurity. Community work.

“All of it is about building,” he says. “Building teams. Building products. Building ideas that matter.”

His career is not built on noise. It is built on steady execution. On asking hard questions. On bringing structure to vision.

For anyone curious about how big ideas turn into real business impact, Frederic Levesque’s story offers a simple takeaway:

Start with curiosity. Stay disciplined. And build with purpose.

The Labor Department’s latest jobs report showed that American workers’ wage gains are continuing to outpace stubbornly high inflation.

The Bureau of Labor Statistics released its jobs report for February Friday, which showed that workers’ average hourly earnings rose faster than expected last month.

Employees on private nonfarm payrolls saw their average hourly earnings rise by 15 cents, or 0.4%, on a monthly basis to $37.32 an hour. That outpaced the expected increase of 0.3% that was projected by LSEG economists.

Average earnings rose 3.8% in February compared with a year ago, up from 3.7% in January. LSEG economists estimated that the annual increase in earnings would be unchanged at 3.7% in February.

US ECONOMY SHED 92K JOBS IN FEBRUARY, WELL BELOW EXPECTATIONS

Wages rose 3.8% on an annual basis in February, beating economists’ expectations of a 3.7% rise. (Bill Pugliano/Getty Images)

The BLS data also showed that the average workweek was unchanged at 34.3 hours, in line with the estimate of LSEG economists and unchanged from January. Among workers in the manufacturing sector, the average workweek declined slightly by 0.1 hour to 40.1 hours, while overtime was unchanged at three hours.

The rising wages and relatively steady workweeks come as stubborn inflation has persisted above the Federal Reserve’s long-run target of 2%. The Fed’s preferred inflation gauge, the personal consumption expenditures (PCE) index, rose to 2.9% on an annual basis in December. Core PCE, which excludes volatile food and energy prices, was up 3% from a year ago in December.

A separate inflation gauge, the consumer price index (CPI), was up just 2.4% on a year-over-year basis in January and trended down after a 2.7% reading in December. Core CPI was up 2.5% from a year ago in January.

Inflation creates severe financial pressures for households, particularly those with lower incomes that are forced to pay relatively more for essentials.

FED’S FAVORED INFLATION GAUGE SHOWED CONSUMER PRICE GROWTH REMAINED ELEVATED IN DECEMBER

Wage gains rising faster than inflation helps protect earners’ purchasing power by reducing the amount that’s eroded by inflation-induced price hikes, though that dynamic is limited by elevated inflation. 

They can also signal competition among employers for qualified workers. The unemployment rate was little changed in February, rising from 4.3% to 4.4% from the prior month.

“Jobs in the private sector, along with ongoing reductions in federal government staffing, led to lower payroll employment in February. But the unemployment rate remains low because of the southern border shutdown. That is why wage growth remains healthy with a 3.8% rise,” said Lawrence Yun, chief economist at the National Association of Realtors.

FED DISSENT GROWS AS SOME OFFICIALS WEIGH RETURN TO INTEREST RATE HIKES AMID STUBBORN INFLATION

Pressure in the labor market has contributed to the higher wage growth. (Joe Raedle/Getty Images)

Andy Bregenzer, head of U.S. regional and small business banking and co-head of commercial bank at TD, said it was “disappointing to see January’s hiring momentum come into question with February’s slowdown” and emphasized that small businesses need to stay disciplined in this economic environment.

“What we continue to hear from small business owners is that while hiring pressure may ease modestly if jobs growth slows, wages and competition for skilled workers remain elevated. This is the environment where small business owners need to stay disciplined and balance growth plans with careful cost management.”

Gregory Daco, chief economist at EY-Parthenon, noted that wage dynamics were “firmer than expected” and said the 3.8% annual wage growth underscored that “labor cost pressures remain sticky even as job growth falters.”

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He cautioned that “forward-looking indicators point to continued moderation in wage growth going forward, with the private sector quits rate remaining near its lowest level since early 2016 outside of a recession, and business surveys continue to signal restraint in compensation plans.”

Daco said that given the expectation of subdued labor demand, his firm’s outlook sees wage growth easing toward 3.5% in the second half of 2026.

More traffic sounds like the right move. It feels like progress. More clicks should mean more sales. Many founders learn the hard way. Traffic is not the problem. The buying path is the problem. Fixing conversion first often unlocks growth with the same budget.

This topic matters more now. Ad costs rise. Competition is tighter. Buyers also have less patience. A store can attract the right visitors and still lose them. The leak usually sits on product pages, cart, and checkout.

The right question is simple. Should the next effort go into traffic or conversion? The answer depends on where money is lost today.

The Fast Test That Shows the Real Bottleneck

Start with a basic check. Look at sessions and orders. If traffic is rising but sales are flat, conversion is the bottleneck. If conversion is strong but traffic is low, traffic is the bottleneck. Many stores sit in the first case.

A quick way to confirm this is a funnel review. Check the add to cart rate. Check the checkout start rate. Check purchase rate. One step is usually weak, and Baymard’s cart abandonment rate research highlights how often checkout friction drives drop-offs.

Do not guess. Do not change five things at once. Find the step with the biggest drop. Fix that step first.

Traffic Can Hide Problems and Make Them Worse

More traffic can hide broken pages. It can also hide weak offers. A store can still get orders. The store still loses profit. The ad account then gets blamed. The real issue stays in place.

Traffic also creates noisy data. Low conversion means fewer purchases. Fewer purchases mean weaker learning. That slows ad improvement. It also slows product decisions.

Traffic should scale after the basics work. Otherwise, the store pays for visitors who never had a chance.

Fix the Leak Before Buying More Clicks

Conversion work starts with friction. Friction is anything that makes buying feel hard. It can be slow pages. It can be unclear shipping. It can be weak trust. It can be a messy checkout.

Start with a founder style audit. Open the store on mobile. Add a product to the cart. Start checkout. Count the steps. Watch for surprises. Note every moment that feels annoying.

Checkout and upsell structure also affects conversion. Some stores improve this by using funnel-style pages. Funnel pages reduce distractions and keep focus on one offer. For context, Funnelish is positioned as an all-in-one platform for fast funnels, optimized checkouts, and one-click upsells. The aim is higher conversion and higher average order value.

The Conversion Basics That Pay Off First

Page speed is a conversion lever, and Google explains why mobile site speed matters for growth in retail. Slow pages reduce trust fast. Mobile makes this worse. Heavy themes and stacked apps often cause it. Speed work should target product pages and checkout first.

Clarity is the next lever. Buyers need answers fast. What is included? How long does delivery take? What do returns look like? If these details are hidden, buyers pause. Pauses turn into exits.

Trust is the third lever. Add real signals near the buy action. Show support contact. Show returns window. Show payment icons early. Avoid a wall of badges. Keep it clean and believable.

Raise AOV Before Raising Budget

Conversion is not only about more orders. It is also about more profit per order. Average order value protects margins. It also makes ads easier to scale.

AOV improves with relevant add-ons. It improves with bundles. It improves with post-purchase offers. It drops when offers feel pushy. It also drops when checkout feels noisy.

A simple rule helps. Offer one clear add-on. Make it match the product. Make the value easy to understand. Keep it optional.

For a practical view of funnel steps and offer timing, check out this blogpost: eCommerce funnel and checkout flows. It explains order bumps, upsells, and testing in one system. That supports higher-order value without more traffic.

When Traffic Should Come First

Sometimes, traffic is the real issue. This happens when conversion is already healthy. It also happens when the offer is proven. The store has reviews. The store has strong repeat buyers. The store has a stable checkout.

In that case, traffic work can be smart. The goal is still controlled growth. Add one traffic channel at a time. Track blended return. Watch for margin drop.

Traffic should also match intent. A cold audience needs a clear promise. A warm audience can handle more product depth. Bad targeting creates low-quality clicks. Those clicks will never convert.

A Practical Decision Framework for Founders

A simple framework keeps focus. Use it every month. It prevents random work.

If conversion is low, fix conversion first. If conversion is solid, test new traffic. If both are weak, start with offer clarity and page flow.

This table helps decide fast:

The Metrics That Matter More Than Vanity Numbers

Traffic numbers feel good. Sessions can still lie. The store needs metrics tied to money.

Track purchase rate by device. Track checkout drop by step. Track page load time on mobile. Track refund rate. Track average order value. Track contribution margin.

Also, track repeat purchase rate. A store with strong repeat buyers can pay more for traffic. A store with weak retention must protect its margin.

Growth gets easier when these numbers improve. Ads become simpler. Inventory planning becomes safer. Cash flow becomes calmer.

Conclusion

Traffic and conversion are not rivals. They are a sequence. Conversion comes first for most stores. Fix the buying path. Fix clarity. Fix trust. Fix speed. Then scale traffic with confidence.

A founder does not need more noise. A founder needs fewer leaks. Fewer leaks create better profit. Better profit creates more options. That is the real win.

This article was written by

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