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OLED Association – “Regional Competition Needed for a Healthy Display Industry”

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LA JOLLA, Calif., Feb. 19, 2025 /PRNewswire/ — In a study of what contributes to the success of the display industry, the OLED Association tracked the technology and the source of production from CRTs to LCDs, Plasma, OLEDs and now Micro LEDs. Displays have existed since the mid-20th century, when the delivery of TV signals to consumers were enabled  by CRTs. Now displays are omnipresent, used in just about every consumer, commercial and miliary application. They have transitioned from the heavy, bulky, yet small screen TV to a plethora of sizes that range from the equivalent of a contact lens to a wall covering monitor that is constructed in pieces. Over the last 100 years, displays transitioned thru:

CRTs thru the end of the 20th centuryPlasma that came and went between the 1990s and the 2000sLCDs from the late 1990s to the presentOLEDs from ~2005 to the present

On the horizon, are MicroLEDs, with 100s of companies solving technical and manufacturing issues to produce displays that purportedly outperform current technologies. Each advancement was accompanied by a regional shift, first the US produced the majority of CRTs, but as demand increased and color was developed, Japan shared the production volume; second with the advent of active matrix LCDs (AMLCD), Japan became the leader and the US exited the market, third when AMLCDs moved into the larger monitor and TV market, and needed greater investment, the Japanese ceased growing and production leadership shifted to Korea backed up by Taiwan, fourth the Chinese entered the market and invested in the largest size display fabs, taking the production lead and fifth, Samsung anticipating the technology evolution exited AMLCDs by substituting OLEDs. In 2024, display revenue split 62%, AMLCD, 37% OLED and 1% other. Market researchers project future gains for OLEDS and stagnation for AMLCDs.

Display Revenue by Technology – 2022-2027e (US$ b)

Technology

2022

2023

2024

2025e

2026e

2027e

TFT LCD

79.5

75.8

81.2

83.7

83.9

83.8

AMOLED

42.1

44.7

48.2

50.6

52.5

54.5

AM EPD

0.5

0.6

0.6

0.7

0.7

0.7

OLEDoS

0.1

0.5

0.6

0.9

1.2

1.4

Micro LED

0.02

0.02

0.05

0.27

0.60

0.80

LEDoS

0.0

0.0

0.1

0.1

0.3

Others

0.5

0.4

0.4

0.3

1.0

2.3

Total

122.7

122.1

131.1

136.5

139.9

143.5

Source: Omdia, OLED-A

The US has no production facilities due largely to the huge capital requirement, upwards of $4b per fab and the relatively low return on capital, which has average 1-2% over the last 10 years.

In terms of AMLCD production, China has ~75% share and Taiwan has a 19% share, the remainder is in Japan, which is in the process of closing its display facilities. For AMOLEDs, Korea and China split production evenly. For MicroLEDs, the race is just beginning. The next table shows the regional revenue shares by year

Display Production by Regional Share – 2000-2025e

Region

2000

2010

2020

2025

China

0 %

5 %

35 %

65 %

Korea

10 %

20 %

30 %

22 %

Others

5 %

10 %

20 %

10 %

Japan

70 %

60 %

15 %

3 %

US

15 %

5 %

0 %

0 %

Total

100 %

100 %

100 %

100 %

Annual Display Revenue  ($b)

80

100

125

137

Source: DisplaySearch, OLED-A

The concentration in regional production source raises the issue of how the US economy and its military readiness will be impacted. Given China’s competitiveness should something be done to minimize the US dependency on China’s display industry? The world’s largest economy needs a robust and competitive display industry and should be encouraging multiple suppliers.  For AMLCDs, China’s position remains virtually unopposed, and their share is likely to grow as the two Taiwan companies, AUO and Innolux look to change strategies to offset their continued loses, but AMOLED demand and production is increasing, and the US needs to encourage regional competition.

Competition in a particular market has always been a positive for the consumer, and in the case of AMOLEDs, the addition of Chinese panel makers has led to lower costs, by ~30% or more. In terms of technology, Korean manufacturers added foldable displays, thinner devices due to the elimination of the polarizer, and lower power consumption with the use of LTPO, all after the Chinese entered the market.  Taking away the availability of a 2nd or 3rd choice would narrow the level of improvement and raise prices.

While the US does not produce displays explicitly, many participate and encapsulation tools with capex per tool in the $500m to $750m range. There are other US companies like EMS (Merck), Kateeva, 3M and DuPont deeply involved in the OLED industry. Reducing the volume or even slowing down the change negatively impacts these and other US companies. Limiting consumer/customer choice to a small number of suppliers would hinder competitive conditions in the United States.  Removing a significant supplier’s  products from the market, risks insufficient supply, increased prices, and decreased innovation, and would likely reduce consumer choice.

In a rapidly evolving technological landscape, it is vital for the U.S. to stay competitive on the global stage. By sourcing display technologies from China and Korea, U.S. companies can focus on their core strengths such as software development, service integration, and innovative applications, rather than spending resources on manufacturing. This strategic allocation of resources allows U.S. firms to maintain their leadership in innovation and technology, positioning them favorably in the global market. In summary, displays are critical to the economy and have a long history of responding to both the technology and the regional production source. The benefits of multiple production sources are well understood and have typically led to positive economic conditions, to the benefit of U.S. consumers, businesses and the government.

China and Korea have invested heavily in research and development (R&D) and is at the forefront of several technological advancements in the display sector. By importing electronics, the U.S. can leverage these advancements without having to replicate the extensive R&D investments. This symbiotic relationship allows U.S. companies to integrate cutting-edge technology into their products and services, fostering innovation and maintaining a competitive edge in the global market.International trade is a cornerstone of global economic interdependence and cooperation. By engaging in trade with China, the U.S. can strengthen diplomatic and economic ties, fostering a mutually beneficial relationship. Healthy trade relations can lead to collaborative efforts in other areas such as climate change, healthcare, and global security. Moreover, trade can act as a bridge, promoting cultural exchange and mutual understanding between the two nations.Contrary to the perception that importing electronics undermines domestic jobs, trade with China creates opportunities including cost savings from importing affordable electronics that can be reinvested in other sectors such as services, logistics, and marketing, leading to job creation. Additionally, U.S. companies involved in the design, distribution, and sale of electronics can from the competitive edge provided by high-quality, low-cost products from China.

In summary, displays are critical to the economy and have a long history of changing both the technology and the regional production source. The potential of new technologies replacing the incumbent is material as evidenced by Apple’s[1] recent effort to take over production of all the displays it uses by switching to MicroLEDs.  The effort turned out to be too early in the MicroLED development cycle, but it could be reinstated as the technology progresses. The benefits of multiple production sources are well understood and have typically led to positive economic conditions.

[1] Apple is currently the largest buyer of OLED displays

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SOURCE OLED Association

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Marquis Who’s Who Honors Rupin Chothani for Engineering Leadership

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UNIONDALE, N.Y., July 23, 2026 /PRNewswire/ — Marquis Who’s Who honors Rupin Chothani for his leadership in engineering and project management. With more than two decades of professional experience to his credit, Mr. Chothani leverages a unique expertise in fire and petrochemical solutions to find success in his field. As project manager, project engineer and proposal manager at Technip Energies N.V., Mr. Chothani ensures effective results.

Drawn to Engineering

Coming from a family of engineers, Mr. Chothani was naturally drawn to the profession. This inclination was reinforced by comprehensive aptitude and attitude tests administered at the age of 14, which highlighted his strengths in engineering and architecture. Ultimately, this direction reinforced his determination to pursue a degree in mechanical engineering.

By 2003, Mr. Chothani earned a Bachelor of Science in Mechanical Engineering at the University of Mumbai. After a brief role as a junior manufacturing engineer at Artech Cooling Tower Pvt. Ltd., he completed a Master of Science in Mechanical Engineering at the University of Bridgeport in 2006. In addition to these degrees, Mr. Chothani later achieved AutoCAD certification.

Following his graduation in 2006, Mr. Chothani joined CB&I Lummus / ABB Lummus Heat Transfer (now Lummus Technology) as a thermal engineer. Though his work at Lummus Technology lasted only three years, Mr. Chothani was greatly influenced by mentor figures at the company. These mentors, including Ken Catala, Peter Harvard, Chin Dang and Miller Alanath Carter, provided essential guidance.

Building a Family

In December 2008, Mr. Chothani married his wife, Cathy. Along with his son and daughter, his family has contributed richly to his success in engineering and they continue to inspire him to excel. In addition to their support, Mr. Chothani recognizes that there is no alternative to hard work and dedicated learning.

From Lummus Technology to Technip Energies N.V.

Following his work at Lummus Technology, Mr. Chothani worked with Maco Corporation India Pvt. Ltd. By 2011, he joined Complete Heat Transfer Solutions – Environ Energy Systems as a thermal and mechanical engineer. By 2013, Mr. Chothani became a part of Technip Energies N.V. as a furnace mechanical engineer. By 2023, he added to this role and became a project manager, project engineer and proposal manager at the company.

In his current role at Technip Energies N.V., Mr. Chothani is responsible for a variety of essential duties. He manages and executes on engineering projects for ethylene cracking furnaces and heaters, and oversees proprietary technologies. Additionally, he actively coordinates with procurement, logistics, mechanical engineering and process engineering teams to ensure effective results.

Plans for the Future

Moving forward, Mr. Chothani hopes to advance his project management skills, particularly within the firejet industry. At the same time, he aims to share his knowledge of the industry with the next generation of professionals. Outside of his professional ambitions, Mr. Chothani intends to prepare his children to find success, inspiring them and their peers with hands-on experiments and full-day events.

About Marquis Who’s Who®:

Since 1899, when A. N. Marquis printed the First Edition of Who’s Who in America®, Marquis Who’s Who® has chronicled the lives of the most accomplished individuals and innovators from every significant field, including politics, business, medicine, law, education, art, religion and entertainment. Who’s Who in America® remains an essential biographical source for thousands of researchers, journalists, librarians and executive search firms worldwide. The suite of Marquis® publications can be viewed at the official Marquis Who’s Who® website, www.marquiswhoswho.com.

Marquis Who’s Who
Uniondale, NY
(844) 394 – 6946
info@marquiswhoswho.com
www.marquiswhoswho.com

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COALITION OF INDEPENDENT INTERNET PROVIDERS ASKS CRTC TO FIX ERRORS IN WHOLESALE FIBRE RATES

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Coalition of competitive ISPs say current fibre rates make competition impossible and threatens to harm millions of Canadian consumers

CHATHAM, ON, July 23, 2026 /CNW/ — A coalition of independent internet service providers (the Coalition) led by TekSavvy Solutions Inc. (TekSavvy) today applied to the Canadian Radio-Television and Telecommunications Commission (CRTC) to review and vary Telecom Order 2026-77, which set final wholesale rates for fibre internet services. In that decision, the CRTC approved wholesale rates for fibre internet services that are higher than the retail prices charged by the large carriers. This makes competition impossible, as independent providers are forced to either sell at a loss or set prices above the large carriers, leaving millions of Canadian consumers without competitive options for essential internet services.

The application identifies key errors that led the CRTC to approve severely inflated final wholesale rates, which make it economically impossible for independent providers to compete. The Coalition argues that the CRTC’s incorrect rates negate the very purpose of Canada’s wholesale framework, which is to foster competition in retail broadband markets. Specifically, the Coalition asks the CRTC to make three key changes to Telecom Order 2026-77:

Eliminate one cost factor that is inconsistent with the CRTC’s established costing principles, which artificially increased fibre wholesale rates by an estimated 25% to 30% (the Adjustment Factor).Reduce another element of the costing that is inflated above reasonable levels: The Coalition calls on the CRTC to reduce the markup applied to wholesale fibre services from 30% to 15%, reflecting declining costs, operational efficiencies, and the need to support competition.Correct technical errors relating to certain wholesale fibre speed descriptions.

“Canadians were promised greater competition for fibre internet services, but these rates make competition impossible.” said Andy Kaplan-Myrth, TekSavvy’s Vice President of Regulatory and Carrier Affairs. “The CRTC must correct these errors to ensure its wholesale rates promote broadband competition that challenges the market power of monopoly incumbents, lowers prices, and increases consumer choice.”

About the Coalition

The Coalition consists of competitive telecommunications providers and industry associations advocating for fair wholesale access to fibre networks and a competitive broadband marketplace that delivers affordable, high-quality Internet services to Canadians, including: TekSavvy Solutions Inc., BC Broadband Association (“BCBA”), Canada-Wide Internet Service Providers Association (“CanWISP”), Fibernetics Inc., ISP Telecom Inc., National Capital FreeNet Inc., Novus Entertainment Inc. and Purple Cow Internet Inc.

About TekSavvy Solution Inc.

Based in Chatham, Ontario, TekSavvy is Canada’s largest independent telecom service company. TekSavvy has been proudly delivering award-winning services and fighting for consumers’ rights for nearly 30 years. TekSavvy is committed to providing quality competitive choice and closing Canada’s digital divide.

SOURCE TekSavvy Solutions Inc.

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Monk Launches Voice Collections, Bringing AI Phone Calls and Callbacks to Accounts Receivable

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Monk’s collections agent, Julia, can now place outbound collection calls and answer inbound AR questions from a dedicated business number, so finance teams can use the channel that collects best without adding headcount.

Multimedia: Watch Voice Collections in action: https://youtu.be/w09PoN1yACE 

NEW YORK, July 23, 2026 /PRNewswire/ — Monk, the AI-native accounts receivable platform, today launched Voice Collections. Its collections agent, Julia, can now place outbound collection calls and answer inbound customer questions about invoices and payments from a dedicated phone number for each organization. The feature brings the phone, long the most effective collections channel and the hardest one to scale, into Monk’s Intelligent Collections.

Roughly $10 trillion sits in unpaid invoices worldwide, and the average invoice now takes 59 days to clear (Allianz). Most accounts receivable runs on email, and most of it waits. More than half of B2B invoices in the United States are overdue at any given time, and 92% of businesses are typically paid after their due date (Chaser, 2026). Phone calls recover overdue invoices two to three times better than email (Dunwise), yet 91% of finance teams still rely on email as their main follow-up channel and only 56% use the phone, because calling every overdue account by hand does not scale and a single human dunning call can cost $12 to $18 (HighRadius).

Voice Collections gives teams that coverage. Julia can call on the accounts a playbook flags for phone follow-up, and answer when a customer calls the same number back to ask about an invoice, a payment, or a bank detail. Businesses that follow up on 100% of overdue invoices are 76% more likely to be paid within a week (Chaser), and a voice agent is what makes full coverage possible.

Monk’s collections agent is already proven on the accounts it handles by email. Across Monk’s first 100 customers, Julia reaches customers with a 24% higher response rate than standard dunning and resolves 88.2% of collections with zero human intervention. Voice extends that reach to the phone.

“For years the assumption was that customers would not talk to an AI on the phone,” said George Kurdin, Founder and CEO of Monk. “The evidence now points the other way. People engage with a good voice agent, and in AR the phone was always the channel that collected best. We built Voice Collections so finance teams can finally use it at the scale email gave them.”

That assumption is worth retiring. In a University of Chicago Booth field study of roughly 70,000 interviews, people interviewed by a voice AI agent were 12% more likely to receive an offer, 18% more likely to start, and 17% more likely to still be there after 30 days, and 80% chose the voice AI over a human when given the choice. The setting was recruiting rather than collections, but the finding travels: given a capable voice agent, people lean in rather than hang up. A call also does something email cannot, which is secure a verbal promise to pay in the moment.

Built for finance, with the phone agents kept with strict guardrails

Voice in finance has to be constrained, and Monk designed Voice Collections around that from the start. The agent is read-only on the phone. It answers questions, confirms details, and routes the next step. It will not rewrite an invoice, change a payment status, or accept a sensitive payment change by voice.

The agent is also reference-based. If a caller asks about an invoice, Julia asks for both the company name and the invoice number before looking anything up, and it will not search broadly from a single detail. Every inbound and outbound call is kept in the collection record alongside the email history, so a callback is part of the same thread the team already sees, and anything that needs judgment escalates to a person.

“Voice in finance has to be careful by design,” said Joe Zhou, Co-Founder and CTO of Monk. “Julia will not browse across accounts or move money over the phone. A caller has to bring the company name and invoice number before it confirms anything, and every call lands in the record. In finance a 1% mistake is still unacceptable, so we built for that first and added the reach second.”

Teams run autonomous collections on Monk

Monk runs collections for finance teams at companies like Unify, Pump, Siro, and Elate, and Voice Collections extends what those teams already do by email onto the phone.

“We chose Monk to help automate our collections, a process previously demanding several hours a week of manual, one-off outreach,” said Will Stewart, Head of Finance and BizOps at Unify. “Today, our Monk agent is always running in the background and I have a single dashboard to manage AR from.”

At Pump, which manages volume across more than 1,500 customers, Monk has helped collect over $10 million in recent months.

Voice AI is now infrastructure

The timing reflects how far voice AI has come. It has moved from demo to infrastructure: Vapi has processed more than 1 billion calls, Bland handles over 3.5 million calls a week, and ElevenLabs raised a $500 million round at an $11 billion valuation in early 2026. Monk builds Voice Collections on that foundation and adds the part finance actually needs, which is the AR context, the controls, and the audit trail.

Voice Collections is available now as an opt-in feature. Monk configures the dedicated number and call behavior with each organization before turning it on in Collections. See it in action: https://youtu.be/w09PoN1yACE.

About Monk

Monk is the AI-native accounts receivable platform that helps finance teams turn revenue into cash. Its agent, Julia, runs collections, cash application, and forecasting as one connected system. Monk resolves 88.2% of collections with zero human intervention, reaches customers with a 24% higher response rate than standard dunning, reduces DSO by more than 40%, automatically matches 80% of incoming payments with a full audit trail, and gives finance teams back roughly 26 hours a month. Teams onboard in under a week and see results in their first month. More than $1.5 billion in receivables is managed on the platform, including for customers like Profound and ElevenLabs. Monk has raised $25 million and is based in New York.

Media contact
Kendall Warson
kendall@monk.com
+1 415-827-6585

Sources: Chaser 2026 Accounts Receivable research; Dunwise dunning research; HighRadius collection call cost analysis; University of Chicago Booth field study on AI in recruiting; voice AI figures compiled by Enterprise DNA; Federal Reserve data; Allianz Worldwide DSO survey.

View original content to download multimedia:https://www.prnewswire.com/news-releases/monk-launches-voice-collections-bringing-ai-phone-calls-and-callbacks-to-accounts-receivable-302833768.html

SOURCE Monk

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