Bringing the versatile DNA of the Apex 300 into a compact 2.56kWh format that scales up to 100kWh.

LAS VEGAS, Oct. 20, 2026 /PRNewswire/ — In response to recent severe-weather outages, BLUETTI today opened early access to the Apex 200, a versatile portable power station built for home emergency backup, RV travel, and off-grid living. The new arrival packs BLUETTI’s signature modular expandability into a highly portable 2.56kWh format, empowering users to start small and scale as their needs grow.

A More Portable Path into the Apex Family

Building on the legacy of Apex 300, the latest Apex 200 extends the Apex series’ modular versatility into a more portable 2.5kWh-class format—allowing users to start small with essential home backup and scale up as their power needs evolve.

It combines 2,560Wh of LFP capacity with a 3.2kW–3.6kW standalone AC output (up to 3.6kW under select conditions); compatible expansion batteries can take a single unit up to 33.28kWh, while three units in parallel can reach up to 6kW and approximately 100kWh of total storage.

Apex 200 packs this combination of capacity, output, and expansion into a sleek 27kg (36.5L) enclosure, with 10 output ports—including four individually controllable smart AC outlets, a dedicated TT-30R RV port, and a 12V/30A Anderson port—for flexible use across home, RV, and off-grid settings.

“The Apex Series is rooted in a simple promise: people don’t have to overinvest upfront to secure high-performance energy,” said James Ray, Marketing Director at BLUETTI. “Apex 200 is our latest response, bringing the versatility of a full-featured, expandable power system into a more compact, portable format. Users can start small and scale as their needs grow.” 

From Essential Backup to Whole-Home Resilience

At the essential-backup level, Apex 200’s 3.2kW standalone output can support selected 120V loads such as refrigeration, lighting, Wi-Fi, and home connectivity. Adding B300K/B500K series expansion batteries extends runtime for longer outages, while a fully expanded single unit can reach up to 33.28kWh. For larger backup needs, up to three fully expanded Apex 200 systems can be configured in parallel via HUB A1, with up to 6kW of output and approximately 100kWh of total storage.

For extended outages, up to 3,000W of solar input helps replenish the system and extend runtime. Apex 200 also brings a first for BLUETTI with four independently controllable smart AC outlets. Through the BLUETTI App, users can switch each outlet remotely, set schedules, or apply SOC-based controls, making it easier to direct available power to priority loads.

Plug-and-Go for RV, Camping & Off-Grid Life

Tailored for life on the move, the Apex 200 features a built-in TT-30R port for travel trailers and a high-draw 12V/30A Anderson port to run DC appliances directly without conversion losses. For boondocking and extended road trips, Apex 200 can be paired with portable solar panels such as SORA 500 and Charger 2, the alternator & solar dual charger, to help restore power while driving on the road.

Apex 200 Early Access Open Now

Early-access registration for the Apex 200 portable power station is now open through November 4. Subscribers will get first access to early-bird pricing details ahead of launch and can also spin for purchase-redeemable rewards. Final pricing will be announced when the Apex 200 officially launches in the U.S. on November 5.

About BLUETTI

Established in 2013, BLUETTI has evolved into a pioneer in the clean energy sector. Driven by robust in-house R&D and sustainable innovation, the brand empowers millions across 120+ countries to stay safe and prepared. Its portfolio of solar generators and home battery backup solutions provides reliable power for emergency preparedness, RV travel, and off-grid lifestyles.

Media Contact

Ellen Lee
PR Lead, US Market
ellenlee@bluetti.com 

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SOURCE BLUETTI POWER INC

In the news release, IAB Opens Public Comment on New Guide to Inform Cross-Channel Measurement Decisions, issued 20-Oct-2026 by Interactive Advertising Bureau (IAB) over PR Newswire, we are advised by the company that the link at the end of the release has been updated. The complete, corrected release follows:

IAB Opens Public Comment on New Guide to Inform Cross-Channel Measurement Decisions

New “Project Eidos” Output Gives Marketers a Decision-First Approach to Interpreting and Applying MMM, Incrementality, and Attribution Results

Public Comment Open Through November 4, 2026

NEW YORK, Oct. 20, 2026 /PRNewswire/ — Interactive Advertising Bureau (IAB), the leading trade organization for the digital advertising ecosystem, today announced the release of its Cross-Channel Measurement Decision Guide for public comment. Developed as part of Project Eidos, the guide advances IAB’s work to help marketers use cross-channel measurement evidence to make better-informed investment and optimization decisions. Public comment is open through November 4, 2026.

The guide gives marketers, agency teams, and measurement partners a decision-first approach to selecting, interpreting, and applying evidence from methods like Marketing Mix Modeling (MMM), incrementality testing, and attribution, including when their findings appear to tell conflicting stories. Rather than starting with whatever metrics happen to be available, it starts with the business decision at hand and works backward to the evidence best suited to inform it.

“Measurement only works if the industry has confidence in the answers it produces, and right now, MMM, incrementality, and attribution can each tell a different story about the same campaign,” said David Cohen, CEO, IAB. “This guide doesn’t ask marketers to pick a winner among those methods. It gives them a disciplined way to work through the options and make an informed decision they can trust. That’s exactly the kind of foundational work Project Eidos was built to do.”

The guide has three connected parts:

The Decision Guide: Lays out a decision-first sequence, from business outcome to decision, measurement question, measurement approach, evidence, interpretation, and actionThe Decision Navigator: Applies that sequence to common decisions, such as allocating budget across channels or assessing whether an investment is creating incremental value, and helps readers determine which methods fit the question and how to weigh the evidenceThe Measurement Reference Library: Brings together existing metric definitions and supporting context to help readers interpret the evidence used in the Decision Guide and Decision Navigator

“We built this to be used, not just read,” said Matt Shapo, Senior Director, Measurement, IAB. “The real test is whether it holds up in an actual planning conversation, like when a channel reports a strong attributed ROAS that an incrementality test doesn’t back up. That’s exactly the kind of scenario we want the industry weighing in on before we finalize it.”

IAB is especially seeking feedback on whether the guide reflects real-world measurement decisions, whether its method-fit and interpretation guidance holds up when results conflict, and whether its scenarios are realistic enough for day-to-day planning. The release directly supports IAB’s mission to drive growth, trust, and innovation across the digital advertising ecosystem.

“Marketers rely on measurement to make consequential investment decisions, but they don’t always feel confident that their approaches deliver the evidence they need,” said David Cohen, CEO, IAB. “60–75% of marketers say advanced measurement falls short across key dimensions such as rigor, timeliness, trust, and efficiency, and this guide helps them connect evidence from different measurement approaches to the decision at hand. It also helps them understand what the findings can support, and identify where additional testing or calibration is needed. That gives brands and their partners a stronger foundation for putting measurement into action.”

The public comment period is open from October 20, 2026 through November 4, 2026. To review the Cross-Channel Measurement Decision Guide and submit feedback, click https://www.iab.com/guidelines/cross-channel-measurement-guide-open-for-15-day-public-comment/

About IAB

The Interactive Advertising Bureau (IAB) empowers the media and marketing industries to thrive in the digital economy. Its membership comprises more than 700 leading media companies, brands, agencies, and the technology firms responsible for selling, delivering, and optimizing digital ad marketing campaigns. The trade group fields critical research on interactive advertising, while also educating brands, agencies, and the wider business community on the importance of digital marketing. In affiliation with the IAB Tech Lab, IAB develops technical standards and solutions. IAB is committed to professional development and elevating the knowledge, skills, expertise, and collaboration of the workforce across the industry. Through the work of its public policy office in Washington, D.C., the trade association advocates for its members and promotes the value of the interactive advertising industry to legislators and policymakers. Founded in 1996, IAB is headquartered in New York City.

Correction: The link for submitting public comments has been updated.

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SOURCE Interactive Advertising Bureau (IAB)

NEW YORK, Oct. 20, 2026 /PRNewswire/ — AI is accelerating how quickly work gets done, but the leadership structures, skills, and safeguards needed to manage that speed are struggling to keep pace.

A new report from The Conference Board highlights the challenges emerging for leaders as organizations integrate AI into daily work. Among those challenges, AI’s rapid pace is creating new managerial bottlenecks, fatigue, and the risk of “work slop.” Leaders must now evaluate an influx of AI-generated work without sacrificing quality, sound judgment, or employee development.

Drawing on a survey of 775 international leaders and 20 interviews, the findings also reveal a gap between AI adoption and leadership readiness. Nearly two-thirds of surveyed leaders say their organizations are already using AI across several functions or have highly integrated it into daily work. Yet more than one-third (37%) say ownership of AI-related leadership decisions remains inconsistent or unclear.

To address these challenges, the report calls on organizations to adapt their leadership structures, decision-making processes, and development programs to keep pace with changing expectations.

“AI is fundamentally transforming what it means to be an effective leader,” said Diana Scott, US Human Capital Center Leader, The Conference Board. “Success will depend less on managing tasks and more on guiding teams through change, building trust, and rethinking how work gets done. Organizations that focus only on AI skills risk overlooking the broader leadership capabilities needed to turn the technology into meaningful business value.”

AI is already embedded in work.

64% say AI is used across several functions or highly integrated into daily work.

Accountability is lagging.

37% say ownership of AI-related leadership decisions is inconsistent or unclear.85% of organizations where AI is highly integrated report clear ownership or formal governance, compared with just 26% of organizations still exploring AI.

Middle and lower management face disruption.

While just 4% of leaders expect a reduction in C-Suite roles, 38% anticipate fewer middle managers, and 36% expect reductions in both frontline managers and project leaders.

“AI is changing how work gets done faster than organizations are changing how they’re structured,” said Erka Amursi, Principal Researcher, Human Capital, The Conference Board. “Rather than simply eliminating management layers, companies should rethink how decisions are made, responsibilities are shared, and performance is measured to ensure their organizational structures support new ways of working.”

Leadership is becoming more distributed.

36% favor a hybrid leadership model, in which leadership input and responsibilities are shared.30% favor distributed leadership, where responsibilities are spread across levels, functions, and roles.24% favor shared leadership, where individuals take the lead according to the expertise required.Just 5% say a traditional leader-centered model is best suited for the AI era.

Critical thinking is the most important leadership skill in the AI era.

52% rank critical thinking and decision-making as the most important enduring leadership skill.Among AI-expanded competencies, continuous AI literacy and knowing when human judgment should override AI tie for first at 40% each.

Work redesign becomes a leadership skill.

33% identify redesigning work for human-AI collaboration as an important AI-expanded competency.

Leaders want hands-on AI training.

72% favor hands-on practice with AI tools over more traditional development approaches.

Recommendations for CHROs:

Clarify AI accountability and decision rights: Define who owns AI-related decisions and who remains accountable for AI-generated outputs.Balance AI speed with human judgment: Build in time for reflection, review, and coaching so faster work doesn’t compromise quality, learning, or accountability.Test more flexible leadership models: Experiment with distributing leadership responsibilities while maintaining clear accountability, authority, and decision-making structures.Integrate AI into workforce planning: Bring HR, business, finance, and technology leaders together to align work redesign with staffing, skills, and technology needs.Strengthen distinctly human leadership skills: Build critical judgment, systems thinking, risk awareness, coaching, empathy, and the ability to provide context.Tailor AI development by leadership level: Move away from generic AI training toward practical, role-specific learning tied to leaders’ actual work.

About The Conference Board
The Conference Board is the global, Member-driven think tank that delivers Trusted Insights for What’s Ahead®. Founded in 1916, we are a nonpartisan, not-for-profit organization.

TCB.org  l  Learn about Membership

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SOURCE The Conference Board