Trade Associations
Here's a look at documents from national and international trade associations
Featured Stories
Research: Self-Reporting Tool Helps Predict Difficult-to-Treat Depression Before Treatment
ARLINGTON, Virginia, May 19 -- The American Psychiatric Association issued the following news release on May 18, 2026:
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New Research: Self-Reporting Tool Helps Predict Difficult-to-Treat Depression before Treatment
San Francisco -- New research presented today at the American Psychiatric Association's Annual Meeting evaluated how accurately a self-reporting tool predicts difficult-to-treat depression, finding that the Difficult-to-Treat Depression Questionnaire (DTDQ) helps identify patients with a lower probability of depression remission before they experience treatment failures.
The
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ARLINGTON, Virginia, May 19 -- The American Psychiatric Association issued the following news release on May 18, 2026:
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New Research: Self-Reporting Tool Helps Predict Difficult-to-Treat Depression before Treatment
San Francisco -- New research presented today at the American Psychiatric Association's Annual Meeting evaluated how accurately a self-reporting tool predicts difficult-to-treat depression, finding that the Difficult-to-Treat Depression Questionnaire (DTDQ) helps identify patients with a lower probability of depression remission before they experience treatment failures.
Thestudy sampled 211 patients with major depressive disorder, each of whom completed a Remission from Depression questionnaire and the DTDQ. The Remission from Depression questionnaire assessed depressive symptoms, non-depressive symptoms, coping ability, positive mental health, functional impairment, and quality of life, whereas the DTDQ assessed factors predicting poor outcomes in depression. Researchers analyzed the correlations between DTDQ and the Remission from Depression questionnaire at admission and discharge from a partial hospital program.
The correlation between the two questionnaires decreased between admission and discharge for each factor analyzed in the study (depressive symptoms, coping ability, etc.). The DTDQ predicted greater total RDQ scores, greater symptom severity, poorer coping, greater functional impairment, and lower quality of life at discharge - even after controlling for baseline severity.
Importantly, the DTDQ predicted treatment outcomes in depressed patients without the occurrence of multiple treatment failures. Unlike treatment-resistant depression classification, the DTDQ provides early prognostic information, which enables the earlier identification of high-risk patients. Thus, identifying difficult-to-treat depression may invite a shift in the main goal of treatment from symptom elimination to improved quality of life, and the use of a standardized, quantifiable measure of DTD could address concerns about manipulating the criteria for patient recruitment into treatment studies of DTD.
"These findings suggest that patients with difficult-to-treat depression may no longer be subject to repeated medication trials in order to receive the specialized care they need," said Mark Zimmerman, M.D., of the research team. "The DTDQ expands on our traditional understanding of treatment-resistant depression, incorporating psychosocial and illness-related risk factors into the existing framework and opening the door to a new perception of treating and coping with depression."
The study authors included Mark Zimmerman, M.D., and Daniel M. Mackin, M.A., of South County Psychiatry, Behavioral Health, in North Kingstown, Rhode Island.
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American Psychiatric Association
The American Psychiatric Association, founded in 1844, is the oldest medical association in the country. The APA is also the largest psychiatric association in the world with more than 40,400 physician members specializing in the diagnosis, treatment, prevention, and research of mental illnesses. APA's vision is to ensure access to quality psychiatric diagnosis and treatment. For more information, please visit www.psychiatry.org.
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Original text here: https://www.psychiatry.org/News-room/News-Releases/New-Research-2026-Difficult-to-Treat-Depression
[Category: Psychiatry/Psychology]
NGFA Applauds Senate Confirmation of Richard Kloster to the Surface Transportation Board
ARLINGTON, Virginia, May 19 -- The National Grain and Feed Association issued the following news release on May 18, 2026:
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NGFA applauds Senate confirmation of Richard Kloster to the Surface Transportation Board
The National Grain and Feed Association (NGFA) today applauded the U.S. Senate's confirmation of Richard Kloster to serve on the Surface Transportation Board (STB).
"Richard Kloster brings deep expertise in freight rail operations, transportation strategy, and supply chain dynamics that will strengthen the Board's ability to oversee the nation's rail network," said NGFA President
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ARLINGTON, Virginia, May 19 -- The National Grain and Feed Association issued the following news release on May 18, 2026:
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NGFA applauds Senate confirmation of Richard Kloster to the Surface Transportation Board
The National Grain and Feed Association (NGFA) today applauded the U.S. Senate's confirmation of Richard Kloster to serve on the Surface Transportation Board (STB).
"Richard Kloster brings deep expertise in freight rail operations, transportation strategy, and supply chain dynamics that will strengthen the Board's ability to oversee the nation's rail network," said NGFA Presidentand CEO Mike Seyfert. "His decades of industry experience will be invaluable as the STB addresses critical issues affecting rail service, competition, and infrastructure investment."
Kloster, founder of Integrity Rail Partners, has held senior leadership roles with Alltranstek, FTR, and Advanced Rail Equipment Solutions, and served on the boards of the National Industrial Transportation League and the Railway Supply Institute. His confirmation comes at a pivotal time, as the STB continues to oversee major freight rail matters and ensure reliable service across key sectors of the U.S. economy.
"Ensuring a well-functioning, efficient rail system is essential to supporting American industry and economic growth," Seyfert added. "We look forward to working with Mr. Kloster and the full Board to advance policies that promote reliability, transparency, and a competitive freight marketplace."
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Original text here: https://www.ngfa.org/kloster/
[Category: Agriculture]
NEMA Launches National Campaign Spotlighting the Essential Role of America's Electrical Manufacturers
ARLINGTON, Virginia, May 19 -- The National Electrical Manufacturers Association issued the following news release on May 18, 2026:
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NEMA Launches National Campaign Spotlighting the Essential Role of America's Electrical Manufacturers
The National Electrical Manufacturers Association (NEMA) today launched a new national advertising campaign raising awareness of the growing role America's electrical manufacturers play in powering our grid, expanding U.S. manufacturing, and electrifying our homes and transportation systems.
"America's electrical manufacturers have invested nearly $200 billion
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ARLINGTON, Virginia, May 19 -- The National Electrical Manufacturers Association issued the following news release on May 18, 2026:
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NEMA Launches National Campaign Spotlighting the Essential Role of America's Electrical Manufacturers
The National Electrical Manufacturers Association (NEMA) today launched a new national advertising campaign raising awareness of the growing role America's electrical manufacturers play in powering our grid, expanding U.S. manufacturing, and electrifying our homes and transportation systems.
"America's electrical manufacturers have invested nearly $200 billionsince 2018 in U.S. factories, workers, and supply chains, and we are poised to invest billions more to deliver energy security, a robust American manufacturing base, and long-term economic growth," said NEMA President and CEO Debra Phillips. "This campaign highlights the critical role the electroindustry plays in powering our economy and building the infrastructure needed for a strong and resilient future."
The campaign will run across digital and streaming platforms and national news outlets, emphasizing the electroindustry's role in strengthening U.S. supply chains, supporting reindustrialization, and building the infrastructure needed to meet rising electricity demand. NEMA's recent grid study projects U.S. electricity demand will increase 55% by 2050, with the steepest growth concentrated in the current decade.
The campaign features new advertisements coinciding with NEMA's centennial year and the first anniversary of NEMA's Make It AmericanTM domestic content certification program. Make It American helps manufacturers verify and demonstrate their commitments to U.S. manufacturing.
"As Washington sharpens its focus on domestic content enforcement under the Build America, Buy America (BABA) Act, Make It American stands as a trusted, rigorous pathway for demonstrating compliance and keeping federally funded infrastructure projects on track," Phillips said.
Since its launch last year, 12 manufacturers are participating in the Make It American program, and 44 manufacturing facilities have earned certification. Program participants span wire and cable producers, distribution equipment manufacturers, drive systems companies, and building control systems integrators. Facility-level certification is open to any U.S. manufacturer, not only companies in the electrical sector.
Through Make It American, companies can certify facilities and products against NEMA-developed standards designed to support Build America, Buy America compliance and improve supply chain transparency. Certified facilities and products are listed in the public NEMA Make It AmericanTM BABA Registry.
The program has also received recognition from the federal government. The U.S. Federal Highway Administration (FHWA) recognizes Make It American as an official industry resource to help manufacturers, contractors, and state departments of transportation navigate domestic content compliance on federal highway and transportation projects.
About Make It AmericanTM NEMA's Make It American(TM) Certification Program identifies facilities and products that have undergone a rigorous, independent third-party supply chain evaluation to support domestic content requirements, providing certainty to customers and promoting investment in energy infrastructure made here at home.
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About NEMA
The National Electrical Manufacturers Association (NEMA) represents over 300 electrical equipment manufacturers that make safe, reliable, and efficient products and technologies that power, connect, and light our world. Together, our members contribute a full 1% of U.S. GDP and directly provide over 580,000 American jobs, adding more than $330 billion to the U.S. economy. Learn more at makeitelectric.org
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Original text here: https://www.makeitelectric.org/newsroom/news/nema-launches-national-campaign-spotlighting-the-essential-role-of-americas-electrical-manufacturers/
[Category: Industrial Materials]
NCGA: Africa Holds Opportunity for American Agriculture
CHESTERFIELD, Missouri, May 19 -- The National Corn Growers Association issued the following news:
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NCGA: Africa Holds Opportunity for American Agriculture
Author: Bryan Goodman
The National Corn Growers Association (NCGA), along with 12 national agricultural associations, is encouraging the Trump administration to remove barriers to biotech products, including corn, so that American exporters can access markets in Africa.
The move comes as the U.S. Trade Representative sought public comments on modernizing and extending the African Growth and Opportunity Act. AGOA is authorized through
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CHESTERFIELD, Missouri, May 19 -- The National Corn Growers Association issued the following news:
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NCGA: Africa Holds Opportunity for American Agriculture
Author: Bryan Goodman
The National Corn Growers Association (NCGA), along with 12 national agricultural associations, is encouraging the Trump administration to remove barriers to biotech products, including corn, so that American exporters can access markets in Africa.
The move comes as the U.S. Trade Representative sought public comments on modernizing and extending the African Growth and Opportunity Act. AGOA is authorized throughDecember 31, 2026, and Congress will have to act before then to prevent the program from lapsing.
NCGA filed comments regarding barriers to corn and ethanol trade with nations in Africa and filed a letter to the deputy U.S. trade representative, Jeffrey Goettman, outlining ways the act could better facilitate the trade of biotech products.
"This effort to modernize AGOA provides an important moment in time to establish criteria that foster market access opportunities for American farmers and can set the stage for future trading relationships that are mutually beneficial," the letter said. "A continuation of the status quo will not only limit development in Africa, but it will relegate American farmers to residual market share when, in actuality, the quality and standards upheld by American farmers and exporters are second to none."
The letter is part of a broader effort by NCGA to open markets for corn growers and eliminate barriers with existing markets. Issues around biotech corn are important to U.S. growers as 94% of the nation's planted corn is derived from biotechnology.
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The Honorable Jeffrey Goettman
Deputy United States Trade Representative
Office of the United States Trade Representative
600 17th Street NW
Washington, DC 20508
Re: U.S. Agriculture Industry Views Request for Comments on the Modernization of the African Growth and Opportunity Act (USTR-2026-0166)
Dear Ambassador Goettman:
The undersigned associations representing farmers, innovators, and the broader American agricultural sector support your efforts to modernize the African Growth and Opportunity Act (AGOA). The continent of Africa holds significant opportunity for U.S. agricultural exports but nontariff barriers on biotechnology must be addressed to access these markets.
AGOA provides duty-free trade access to eligible countries intended to generate economic benefits while fostering a closer relationship with the United States. As part of these eligibility requirements, countries must make meaningful progress to eliminate barriers to trade and investment. Unfortunately, the vast majority of countries in Africa have not adopted policies that facilitate trade in agricultural biotechnology products, which closes off these markets to American farmers, who need to diversify and unlock new markets around the globe. These barriers also undermine the food security and agricultural development in nations that are seeking to develop their food and agriculture sectors to drive economic growth. Some countries in Africa impose country-wide bans on any importation of agricultural biotechnology, and for those countries that have regulatory systems for agricultural biotechnology in place, significant challenges remain that delay or prevent the sale of U.S. biotech crops.
Agricultural biotechnology allows crops to be more resilient while using less inputs. This leads to on-farm benefits such as reduced fuel and pesticide use, increased yield and productivity gains, and financial savings for farmers. Because of the innovations provided by biotechnology, American farmers are the most bountiful producers in the world. As the population in Africa increases and the middle class grows, demand will only increase for protein sources that rely on animal feed. U.S. grains and oilseeds are poised to meet that demand. The U.S. government should pursue opening U.S. export opportunities into these emerging markets by negotiating new opportunities for U.S. farmers and eliminating nontariff barriers on agricultural biotechnology.
This effort to modernize AGOA provides an important moment in time to establish criteria that foster market access opportunities for American farmers and can set the stage for future trading relationships that are mutually beneficial. Without encouraging AGOA recipients to align with U.S. policies relating to agricultural biotechnology, African customers are more likely to continue aligning policies with countries that do not prioritize science and do not adhere to international standards. A continuation of the status quo will not only limit development in Africa, but it will relegate American farmers to residual market share when, in actuality, the quality and standards upheld by American farmers and exporters are second to none.
We implore you to advance efforts that open the door for American agricultural exports by prioritizing progress on agricultural biotechnology policies. We note that a number of countries have adopted streamlined approvals for agricultural biotechnology products as part of the ongoing agreement on reciprocal trade (ART) negotiations; however, no ARTs have been announced with African countries. We view AGOA as a complementary tool to incentivize alignment with U.S. trade policy. We stand ready to provide the necessary expertise, information and guidance needed to harness new trading partners in Africa that are eager to do business with American farmers. Thank you for your attention to our views.
Sincerely,
National Corn Growers Association
Agricultural Retailers Association
American Farm Bureau Federation
American Society of Agronomy
American Seed Trade Association
American Soybean Association
Crop Life America
Crop Science Society of America
Farm Journal Foundation
Independent Professional Seed Association
National Association of State Departments of Agriculture
Soil Science Society of America
U.S. Grains and Bioproducts Council
CC: The Honorable Julie Callahan, Ambassador, Chief Agricultural Negotiator, Office of the United States Trade Representative
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Bryan Goodman
Sr. Director, Policy Communications, Media Relations
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Original text here: https://www.ncga.com/stay-informed/media/in-the-news/article/2026/05/ncga-africa-holds-opportunity-for-american-agriculture
[Category: Agriculture]
Health Experts: VA Could Learn Lessons From TRICARE Challenges
WASHINGTON, May 19 -- The Military Officers Association of America issued the following news:
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Health Experts: VA Could Learn Lessons From TRICARE Challenges
By: Kevin Lilley
VA officials considering expansion of community care services should be well aware of struggles faced by the TRICARE civilian-care system, experts from MOAA and other groups said during a recent RAND-sponsored panel discussion.
"Many of the lessons TRICARE learned, VA needs to pay attention to," said Dr. Ken Kizer, a professor emeritus at the University of California, Davis School of Medicine and a former VA undersecretary
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WASHINGTON, May 19 -- The Military Officers Association of America issued the following news:
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Health Experts: VA Could Learn Lessons From TRICARE Challenges
By: Kevin Lilley
VA officials considering expansion of community care services should be well aware of struggles faced by the TRICARE civilian-care system, experts from MOAA and other groups said during a recent RAND-sponsored panel discussion.
"Many of the lessons TRICARE learned, VA needs to pay attention to," said Dr. Ken Kizer, a professor emeritus at the University of California, Davis School of Medicine and a former VA undersecretaryfor health, during the May 7 online event, adding that some Defense Health Agency assumptions regarding civilian care networks "turned out not to be sound."
Among the issues raised by the panel, which included Karen Ruedisueli, MOAA's director of Government Relations for Health Affairs:
Civilian Care Unreliability
"Together VA and [the military health system (MHS)] serve more than 18 million patients, and both of these systems are looking to transition more care into the civilian sector which ... is having a lot of instability," Ruedisueli said. "Our patients will be competing with commercially insured patients who are more lucrative to providers, and so I think the question is - where is this capacity that everybody is counting on?"
Ruedisueli focused on MOAA's enduring priority to ensure access to high-quality medical care. She highlighted the situation in Fort Drum, N.Y., which does not have a military hospital. Tens of thousands of beneficiaries - including family members and retirees - rely on a civilian hospital whose parent company recently filed for Chapter 11 bankruptcy.
"That has caused a lot of concern about how that might impact access in the Fort Drum area," Ruedisueli said. "The MHS is not in control of that, and if that hospital goes away, that will most certainly cause some access problems for Fort Drum families."
Old or Incomplete Data
The webinar, part of a RAND-sponsored series on veteran health care, looked at the mixed findings from an April 2026 report on what expanded community care eligibility could mean for veterans in New York state.
Some veterans could see shorter travel times if closer care options were made available, but a lack of data on community care wait times made it unclear whether veterans would see providers sooner. Any advantage from a shorter wait among community-based providers, for example, could be erased by the influx of veterans into the system, which could boost wait times to equal or surpass those in the VA system.
The study relied on wait-time data from 2018 to 2021, which researchers said not only could be overcome by changes to the health care landscape, it also contains variables brought on by COVID-19 concerns. Quality-of-care data was also mixed across the spectrum, with wide variance by provider and facility.
"Overall, we need just better data analysis to understand this," said Claire O'Hanlon, a RAND policy researcher.
Where Is the Access?
With the Defense Health Agency now pushing to bring back many of the patients who'd transferred to community care, the Pentagon is finding it "difficult to reverse course," Ruedisueli said. "After you shift people out into the civilian network, when you want to bring them back into the direct care system, for whatever reason, that can be a challenge. Their care was disrupted when they had to move from direct care to purchased care. Now you're asking them to come back."
Along with patient challenges, the military system has struggled to rebuild some portions of its staff after previous rounds of cuts.
Kizer emphasized potential impacts on VA's roles in providing surge capacity.
"VA has multiple statutorily required missions, one of which is contingency support for the military as well as the private sector, which was well demonstrated during the COVID pandemic," Kizer said. "Right now, more than 80% of VA's intensive care unit care is being provided by the community. That has quite significant implications for the VA's ability to provide contingency support going forward, but I see no attention being paid to better understanding this and what the ramifications might be."
MOAA's Role
Community care plays a critical role in providing the service-earned health benefit, whether through TRICARE or the VA system. MOAA works with researchers like RAND alongside fellow advocacy groups, as well as Pentagon and VA officials, to ensure any expansion or contraction of community care offerings puts the beneficiary first.
One constant throughout both health care systems is the need for accurate data to make informed decisions on patient options. That's one of the reasons MOAA supports the Military CARE Act, a bipartisan bill which would establish a patient-facing data system at military treatment facilities (MTFs) allowing individual beneficiaries to find the support they need while aggregating access-to-care issues for wider use in the decision-making process.
Learn more about this ongoing push, as well as other MOAA advocacy priorities, by visiting our Legislative Action Center.
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Lilley serves as MOAA's digital content manager. His duties include producing, editing, and managing content for a variety of platforms, with a concentration on The MOAA Newsletter and MOAA.org.
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Original text here: https://www.moaa.org/content/publications-and-media/news-articles/2026-news-articles/benefits/health-experts-va-could-learn-lessons-from-tricare-challenges/
[Category: National Defense]
From Connectivity to Intelligent Outcomes: How AT&T Maximizes IoT Innovation With AI and Ecosystemic Collaboration
SAN ANTONIO, Texas, May 19 -- Frost and Sullivan, a provider of market research and analysis, growth strategy consulting and corporate training services, posted the following Q&A on May 18, 2026, involving Vice President of Connected Solutions Cameron Coursey:
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From Connectivity to Intelligent Outcomes: How AT&T Maximizes IoT Innovation with AI and Ecosystemic Collaboration
An Interview with Cameron Coursey, Vice President Connected Solutions at AT&T
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The Internet of Things (IoT) is entering a new phase of transformation. What began as connecting devices is steadily evolving into intelligent,
... Show Full Article
SAN ANTONIO, Texas, May 19 -- Frost and Sullivan, a provider of market research and analysis, growth strategy consulting and corporate training services, posted the following Q&A on May 18, 2026, involving Vice President of Connected Solutions Cameron Coursey:
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From Connectivity to Intelligent Outcomes: How AT&T Maximizes IoT Innovation with AI and Ecosystemic Collaboration
An Interview with Cameron Coursey, Vice President Connected Solutions at AT&T
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The Internet of Things (IoT) is entering a new phase of transformation. What began as connecting devices is steadily evolving into intelligent,outcome-first ecosystems powered by AI, edge intelligence, automation, and real-time insights. Now, enterprises are under pressure to move beyond pilot initiatives and extract measurable value from connected solutions, where connectivity, data, and intelligence come together to enable more responsive and efficient operations.
In this Transformational Growth Leadership (TGL) conversation, Cameron Coursey, Vice President Connected Solutions at AT&T, speaks with Renato Pasquini, Vice President & Global Program Leader, IoT and Edge at Frost & Sullivan and Cecilia Perez, Growth Expert & Industry Analyst, IoT at Frost & Sullivan, sharing his expertise from more than three decades in telecommunications and IoT. The discussion sheds light on industry evolution--from basic Machine-to-Machine (M2M) connectivity with physical SIMs to scalable IoT ecosystems powered by embedded SIMs (eSIMs), remote provisioning, and orchestration; alongside the evolution from voice-centric networks to intelligent, globally standardized, cloud-native platforms. In addition, Cameron discusses the role of AI, video analytics, network intelligence, and autonomy in shaping the future of connected solutions.
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"From a leadership perspective, the idea is of never resting on your laurels. Don't be satisfied with where you are today because it's going to change. And you need to be changing with it. You need to be ready to embrace the new technologies, lead in them, or get left behind."
-- Cameron Coursey, Vice President Connected Solutions at AT&T.
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Leading Through Waves of Industry Transformation
Cecilia Perez: You have more than 35 years of experience in the telecom industry, including 14 years working in IoT at AT&T. What shifts have most fundamentally changed the industry--and how did you lead your teams through those transitions?
Cameron Coursey: I've had the opportunity to be part of many of the major transformations that shaped the telecommunications industry and ultimately the evolution of IoT.
* One of the earliest ones was the move from analog cellular to digital cellular. That transition paved the way for data to become more important than voice communications, necessitating a change in devices that work on networks to go digital as well.
* Another change was the adoption of international telecommunications standards and unified protocols through the GSM family, which enabled interoperability across countries and data sessions to work on a global scale.
* Then came the move from handsets to smartphones, which fundamentally changed the dynamics of how people interacted. It was no longer about holding a phone to your head, but about holding a phone to your fingers! The focus shifted to applications, data, digital experiences, and making devices better with over-the-air configurations and security patches.
* From there, the industry evolved into connected devices and the Internet of Things. We began embedding cellular connectivity into vehicles, industrial assets, and machinery, eventually enabling global SIM capabilities that allowed devices to operate seamlessly anywhere in the world using the same SIM card.
* Embedded SIM technology (hardwired SIMs into devices) and remote SIM management further accelerated IoT adoption by making connectivity more resilient, secure, and scalable.
* Today, it is all about using the data generated by connected devices for machine learning (ML) and artificial intelligence (AI).
From a leadership perspective, the key lesson has always been to never become complacent. Technology changes constantly, and organizations need to evolve with it. Leaders have to embrace emerging technologies early, help their teams adapt, and continuously prepare for what comes next.
Leadership, Collaboration, Growth Challenges, and Innovation
Renato Pasquini: Reflecting on your journey at AT&T, which experiences most influenced how you lead teams, manage innovation, and take calculated risks?
Cameron Coursey: AT&T has a great program to get the leadership in a good place. It's called "Leading with Distinction." A key principle of this is understanding that you do not need to be the best at everything. Instead, effective leadership comes from knowing your strengths, recognizing where others are stronger, and building collaborative networks around that expertise.
That mindset has been central to my career. I've had expertise in areas like devices, radio technology, and cellular networks, but I've also relied heavily on experts in billing systems, operations, and other areas. Leadership is not about how much the leader individually knows, but about how much the team collectively knows and how effectively people collaborate together.
Another important lesson has been learning how to lead through obstacles and adversity. Obstacles should not be viewed just as barriers one must tackle, but as new opportunities to improve, adapt, and become stronger. Every challenge presents an opportunity to learn something new.
I also strongly believe in having a growth mindset and not being stuck in the old ways of doing things. Leaders need to constantly search for better ways of doing things rather than remaining tied to legacy approaches. Finally, servant leadership is critical--serving and helping your teams remove obstacles, providing clarity and direction, and enabling people to accomplish great things.
Renato Pasquini: How do you manage innovation or incorporate new ideas into the workflow?
Cameron Coursey: We have focused on taking things that were either on the horizon or already working elsewhere and applying them to current situations. For example, in the connected car space, we led by delivering 4G LTE capability early, leveraging our smartphone experience for IoT. It's really about understanding where things are headed, reusing capabilities like device certification and SIM approaches, simplifying them, and applying what you know to new areas.
Turning Technology into Measurable Business Outcomes
Cecilia Perez: In a recent blog, you discussed the industry's shift from "connected devices" to "intelligent outcomes." What mindset changes are required to move organizations from building impressive technology to consistently delivering customer value?
Cameron Coursey: The most important shift is learning to see the world through the customers' eyes. Customers do not care about technology for its own sake--they care about what that technology enables them to accomplish.
That means organizations must focus more on solving meaningful customer problems through technology. One approach we have taken is bringing technologists much closer to customers and sales teams so they can directly hear feedback and understand whether the solution they are developing has hit the mark with the customer or failed.
That direct connection is also highly motivating for engineering teams. When technologists can clearly see how their work is improving customer operations or solving a real-world problem, it reinforces purpose and accelerates innovation.
Equally important is maintaining a relentless focus on measurable outcomes. Results have to be continuously measured and evaluated to ensure the technology is actually delivering business value.
Building Vertical-specific Expertise Without Losing Cross-functional Collaboration
Renato Pasquini: How do you structure teams to balance deep specialization and verticalization with cross-functional collaboration across a broad IoT ecosystem?
Cameron Coursey: IoT is an extremely broad domain, so specialization is necessary. We organize teams with deep expertise in areas such as devices and SIM technology, network infrastructure, and IT systems. We also have system architecture teams that oversee end-to-end system design across the broader ecosystem.
On the product realization side, we also organize teams around vertical markets such as connected vehicles and Industrial IoT. While specialization is important, the critical factor is ensuring that all teams remain connected and collaborate closely.
For example, if we develop an over-the-air firmware update for connected vehicles, we want that capability to be reusable in Industrial IoT environments as well. That cross-functional learning and reuse of capabilities is essential for scaling innovation efficiently.
Strategies for Earning Trust in Mission-critical IoT
Renato Pasquini: You've emphasized that IoT leadership is about earning trust. How has that principle shaped the way you guide product innovation and customer relationships, particularly in mission-critical applications like connected vehicles?
Cameron Coursey: Trust is built by facing challenges directly and being transparent with customers. If operational issues arise, you address them head on rather than making excuses, assigning blame, or pointing fingers. Customers want partners who are willing to work collaboratively to solve problems.
Another important principle is delivering difficult news early and being transparent throughout the process. Customers value honesty and clarity, especially in mission-critical environments. We also emphasize staying very close to customers--both organizationally and geographically. Having dedicated people who work closely with customers every day creates stronger alignment and faster issue resolution.
Ultimately, trust comes down to execution. Nothing, nothing creates trust more than delivering what you've promised to the customer.
Helping Enterprises Scale Beyond IoT Pilots
Cecilia Perez: Many enterprises struggle to move IoT initiatives beyond pilot programs. From your experience, what typically holds organizations back, and how does AT&T design platforms to help customers scale?
Cameron Coursey: There are two areas that we've seen customers struggle:
( One of the biggest challenges is that organizations fail to see sufficient value from IoT investments. In many cases, the issue is not the technology itself, but how the pilot was structured and whether it was aligned with the outcomes the customer actually needed. That's why we often take a consultative approach and work alongside customers to help design solutions that generate measurable value. Many enterprises are experts in their own industries, but not necessarily in cellular connectivity or IoT architectures, so part of our role is helping guide them through that process with IoT Consulting.
* The second challenge is security. Organizations are often hesitant to connect critical assets because of cybersecurity concerns. We work closely with customers early in the process to help them understand how connected solutions can be implemented securely, including encryption and layered security approaches that protect customer data and operations.
Driving Growth Through Technical Expertise and Execution
Renato Pasquini: AT&T has seen strong growth in connected cars and Industrial IoT. What innovation or execution decisions enabled that growth?
Cameron Coursey: A great deal of it comes down to patience and incubation. Building trust and long-term relationships in industries like automotive takes years. Success in one customer engagement creates credibility and momentum for future opportunities. You might start with a customer that you do a great job with and there's always word of mouth on the street.
Maintaining deep technical expertise has also been critical. Customers want partners who can consistently execute and remain at the forefront of innovation. Finally, growth comes from delivering solutions that clearly demonstrate value to customers and solve meaningful operational problems.
Leveraging Network Intelligence for AI-driven IoT
Cecilia Perez: As AI becomes more distributed and embedded closer to operations, how is AT&T leveraging network-driven intelligence to help customers manage data, security, and performance at scale?
Cameron Coursey: We recently introduced a solution called IoT Network Intelligence, which provides customers with real-time visibility into how their connected devices are performing across the network.
The platform combines network performance metrics from a radio standpoint--like latency, throughput, signal strength, and uplink/downlink performance--with device-level data to provide actionable operational insights through dashboards and APIs.
We're also integrating Mobile Threat and Anomaly Detection capabilities that help pinpoint configuration issues, detect anomalies, and potentially identify compromised devices in near real time. Importantly, we are very careful about customer privacy and data ownership. The customer's data remains their data, and we focus on enabling insights while respecting those boundaries.
The Power of Ecosystem Collaboration
Renato Pasquini: Success in IoT increasingly depends on orchestrating ecosystems rather than deploying isolated technologies. How has this changed the way you make strategic decisions?
Cameron Coursey: One of the most important realizations is understanding that you can't be all things to all people. You are one part of the equation. Delivering successful IoT solutions to the customer requires deep collaboration across a complex ecosystem of technology providers.
For example, when you're providing connectivity to any kind of device or even IoT Network Intelligence, it requires coordination across SIM vendors, chipset providers, module manufacturers, device companies, network infrastructure providers, radio access and core network providers, cloud platforms, and application providers--all from multiple layers of the protocol stack.
All these players must work together seamlessly to deliver secure, scalable, end-to-end customer solutions. Strategic leadership today increasingly involves orchestrating these partnerships effectively rather than trying to own every part of the technology stack.
Next Growth Frontiers: Video Intelligence, Autonomous Vehicles, and Smart Manufacturing
Cecilia Perez: Looking ahead three to five years, where do you see the biggest growth opportunities for AT&T Connected Solutions, and what customer problems are you most excited to solve next?
Cameron Coursey: One major opportunity is what we call "video as a sensor." By combining video analytics with AI inference models, organizations can replace many traditional sensors and create highly intelligent monitoring environments. This has major applications in security, asset monitoring, and public infrastructure, where real-time video intelligence can better detect anomalies, identify risks, and trigger immediate responses. Moreover, video security concerns not only enterprise customers, but also, general public, states, and government entities.
Another important area is autonomous and software-defined vehicles and robotics. These vehicles generate more data and require continuous connectivity to support AI model training, remote diagnostics, and over-the-air updates. An example application would be if a vehicle gets stuck where it needs help, then teleoperations and real-time video can drive that vehicle out of said area with human assistance.
Manufacturing is also becoming increasingly important as industries push toward more localized and automated production environments. Connectivity, AI models, and intelligent manufacturing systems can help organizations optimize machinery performance, improve operational efficiency, and proactively identify issues across facilities. Our Connected AI for Manufacturing proactively fixes problems in one factory, with the ability to apply similar solutions to another manufacturing plant if the need arises.
Closing Reflections: Balancing Technical Depth with Business Leadership
Renato Pasquini: What advice would you give organizations trying to balance deep technical expertise with strategic business leadership? How can companies grow, innovate, and differentiate?
Cameron Coursey: Leaders need to have a strong grasp of both technology and business. Technical leaders must understand enough about business priorities to ensure the innovations they pursue are meaningful for customers and aligned with broader organizational goals.
Equally important is social intelligence. Leaders need to understand how they communicate, when to listen, when to speak, when to step out of comfort zones, and how to build strong teams. No leader can succeed alone--the strength of the team ultimately determines success.
Change is happening fast, so every leader needs a "North Star"--to stay grounded in a volatile, uncertain, complex, and ambiguous world. At the same time, a mindset for rapid change, guided by strong networks, is critical to decide what direction to take next. That balance between stability and agility will become increasingly important in the years ahead.
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About Renato Pasquini
Renato is the Research Vice President & Global Program Leader for IoT and Edge at Frost & Sullivan. He has been working for +23 years with consulting and research in the information and communication technologies (ICT) sector and is currently research vice president at Frost & Sullivan. He also serves as an advisor to organizations and associations in the Americas. Pasquini holds a bachelor's degree and an MBA in business administration from EAESP-FGV in Brazil, and a master's degree in ICT Business from Universitat Politecnica de Catalunya in Spain.
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About Cameron Coursey
Cameron is the Vice President of Connected Solutions at AT&T. He is a technology and innovation leader in the Internet of Things, including connected cars, Industrial IoT, smart cities, asset tracking and monitoring, autonomous vehicles, drones, and wearables. Cameron also has extensive experience in wireless technologies, devices, networks, platforms, software as a service, product development, product management, operations, and technology strategy.
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About Cecilia Perez
Cecilia is a Growth Expert & Industry Analyst at Frost & Sullivan. She specializes in the Internet of Things (IoT) within the ICT sector. With +5 years of research and consulting experience, she produces global market studies covering areas such as eSIM, IoT platforms, LPWAN, Cellular IoT, NTNs, MEC, and IoT hardware. Cecilia holds a BA in International Relations from Universidad Catolica Argentina (UCA) and an MA in International Studies from Universidad Torcuato Di Tella (UTDT).
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Original text here: https://www.frost.com/growth-opportunity-news/from-connectivity-to-intelligent-outcomes-how-att-maximizes-iot-innovation-with-ai-and-ecosystemic-collaboration-ict01_tg41_tgl_kbff-kc17_may26-_cim-rg/
[Category: BizConsulting]
ALTA Commends House for Advancing Amended 21st Century ROAD to Housing Act
WASHINGTON, May 19 -- The American Land Title Association issued the following news release:
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ALTA Commends House for Advancing Amended 21st Century ROAD to Housing Act
The American Land Title Association (ALTA), the national trade association of the land title insurance industry, issued the following statement upon the U.S. House's consideration of the amended, bipartisan 21st Century ROAD to Housing Act.
ALTA appreciates Congress's ongoing efforts to advance a bipartisan, bicameral bill and urges policymakers to work collaboratively to enact legislation that addresses the nation's housing
... Show Full Article
WASHINGTON, May 19 -- The American Land Title Association issued the following news release:
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ALTA Commends House for Advancing Amended 21st Century ROAD to Housing Act
The American Land Title Association (ALTA), the national trade association of the land title insurance industry, issued the following statement upon the U.S. House's consideration of the amended, bipartisan 21st Century ROAD to Housing Act.
ALTA appreciates Congress's ongoing efforts to advance a bipartisan, bicameral bill and urges policymakers to work collaboratively to enact legislation that addresses the nation's housingaffordability challenges and improves access to sustainable homeownership.
"ALTA commends Chairman French Hill, Ranking Member Maxine Waters and congressional leaders for their continued focus on expanding housing opportunities for American families," said ALTA CEO Chris Morton. "The amended 21st Century ROAD to Housing Act represents an important step in the legislative process toward enacting a bipartisan, bicameral bill that will strengthen housing supply and modernize federal housing policy while ensuring the real estate system remains reliable and secure for homebuyers and lenders. As the process continues, the title insurance industry looks forward to continuing our work with policymakers in both chambers to advance housing solutions while preserving the safeguards that protect American homeowners."
ALTA appreciates the leadership of Congress and the Trump administration in addressing housing affordability while maintaining critical protections for consumers and property rights.
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About ALTA
The American Land Title Association, founded in 1907, represents an industry comprised of more than 17,000 title insurance companies operating across the nation, with over 90% being small businesses.
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Original text here: https://www.alta.org/news-and-publications/press-release/ALTA-Commends-House-for-Advancing-Amended-21st-Century-ROAD-to-Housing-Act
[Category: Real Estate]
