Business
California climbers train for Mt. Everest from the comfort of their own beds
Graham Cooper sleeps with his head in a bag.
Not just any bag. This one has a hose attached to a motor that slowly lowers the oxygen level to mimic, as faithfully as possible, the agonies of fitful sleep at extreme altitude: headaches, dry mouth, cerebral malaise.
“It’s not all bad,” Cooper insisted, nodding to the humming motor. “That’s like white noise.”
Cooper, 54, an Oakland biotech executive who has handled finance for a number of companies, including one that sold for $7 billion, isn’t a masochist, exactly. He’s acclimatizing, in the bedroom of his second home near Lake Tahoe, for an attempt to climb Mt. Everest in May.
He has signed up with an Olympic Valley-based guide service whose founder, Adrian Ballinger, is breaking with decades of tradition to create what he believes are better and more ethical ways to climb the world’s tallest mountain.
Ballinger said he was appalled by the risks, filth and ballooning crowds on the traditional southern trek up the mountain in Nepal. That’s the route familiar from countless documentaries and books, including the 1997 classic “Into Thin Air.”
So he decided to take clients up on the north side, a journey that starts in Tibet.
“It’s colder, the route is more difficult, and the bureaucracy of dealing with China and getting the permits is a complete nightmare,” Ballinger said. “But despite those things, the Chinese are attempting to regulate, so once you get on the mountain, it’s safer, it’s cleaner, and it’s much less busy.”
Ballinger is also pioneering a technique he calls “rapid ascent,” which cuts the duration of the expedition roughly in half: from about two months to about one. That suits his clients, who usually have more spare money than time. And it buys Ballinger more time to spend at home with his wife and newborn son.
The catch? You have to spend a few months before the trip with your head in the bag.
“It’s not great, I’m not gonna lie,” Ballinger said with a laugh, but the technology is improving.
“Hypoxic tents,” as they’re called, have been used by other endurance athletes for years. In their original form, they would cover a client’s entire bed. That led to difficult conversations with spouses and partners about the necessity of sleeping at progressively higher simulated altitudes until they reached the height of Everest’s base camp, roughly 18,000 feet, where there’s about half the oxygen available at sea level.
As you can imagine, some clients wound up relegated to a couch with their bizarre-looking contraptions.
Cooper, who used one of the enormous old tents preparing for a 2015 trip to climb the highest peaks in Antarctica and South America, confessed he had no luck sweet-talking Hilary, his wife of 28 years, into sharing the adventure. He got bounced to a guest room.
“It was a lonely boy-in-the-bubble experience,” he said. But he has fond memories of the looks on his kids’ faces as they trooped into his little dungeon to kiss him good night.
This time around, “the bag,” as he calls it, covers just his head and upper torso and takes up about a quarter of the bed. Hilary sleeps next to him, Cooper said, and she finds the hum of the motor surprisingly soothing.
It goes without saying that the luxury of acclimatizing at home, in bed, with your partner curled up beside you, represents a profound break from the usual manner of preparing to ascend what is still one of the world’s deadliest mountains.
The traditional method starts in Kathmandu, at nearly 5,000 feet, where climbers spend a few days getting over jet lag. That’s usually followed by a quick flight to the small mountain town of Lukla, at just over 9,300 feet. The airport there — perched on a narrow Himalayan shelf surrounded by towering peaks, with a steep drop-off at the end of the runway — is regarded as one of the trickiest places in the world to land an airplane.
From there, climbers begin a long, deliberately slow 10-ish-day hike to base camp. The point is to give the body time to gradually adjust to the lack of oxygen.
Ballinger cuts nearly two weeks from his trips by driving his bedroom-acclimatized clients from the airport in Lhasa, Tibet, straight up to the northern route’s base camp, which is also at about 18,000 feet.
For some old-school purists, eliminating the long walk borders on sacrilege, said Will Cockrell, a journalist whose recent book, “Everest, Inc.,” explores the evolution of commercial guiding on the mountain. “They’ll say, ‘You’re not a real climber; you’re not a real nature lover,’” Cockrell said.
But since the arrival of big commercial expeditions on Everest in the mid-1990s — complete with Sherpas to install climbing ropes, chefs to cook meals in camp, team doctors to monitor health, and guides to accompany clients every step of the way — Mt. Everest has ceased to be a classic off-the-grid mountaineering challenge.
“It has come to represent something completely different,” Cockrell said, “something crazy to do to shake up your life, like running an Ironman.”
Ballinger makes no apologies. “We’re not old school, we don’t spend a lot of time sitting around drinking whiskey and playing cards,” he said.
That suits his clients, who “tend to be pretty type A, pretty high performing in everything they do,” Ballinger said.
They’d better be. His company, Alpenglow Expeditions, charges $165,000 (before tip) for a private climb, meaning one professionally certified guide per client, and $98,000 for a group climb with three clients per guide.
“We’re proudly expensive,” Ballinger said. “I’ve spent a lot of time thinking about what it takes to run a trip safely and ethically, and this is what it takes.”
Climbing from the north side, as Ballinger does, avoids the huge crowds who flock to the southern base camp from all over the world every May, the prime climbing season on Everest, to wait for a brief window of good weather to try to make it to the summit.
Anyone who has even loosely followed events on Mt. Everest in recent years is probably familiar with the terrifying “conga line” photos of climbers stuck in the world’s highest traffic jam.
It forms just below the summit on the southern route, at the last technical obstacle, a nearly vertical 40-foot rock wall called the Hillary Step. It’s on a ridge with a 10,000-foot drop to the climber’s right and an 8,000-foot drop to the left. So, when exhausted and inexperienced climbers inevitably struggle there, everybody else waits in a single file, hanging onto a fixed rope, while the bottled oxygen they need to survive at that altitude slowly drains away.
Worse is the Khumbu Icefall, a glacier just above the southern base camp. It’s best known for wide spine-tingling crevasses spanned by flimsy-looking aluminum ladders lashed together with rope. Climbers have to walk across those ladders, wearing big boots and crampons, as they make multiple trips back and forth to advanced camps to acclimatize before finally heading for the summit.
As dangerous as it is for the mostly foreign climbers and guides, the odds are even worse for the local Sherpas, who regularly traverse the Khumbu ferrying equipment — tents, food, oxygen canisters — for the climbing teams. Last year, the deadliest climbing season in Everest history, three Sherpas were killed in the Khumbu when a towering block of ice collapsed and buried them.
In six seasons climbing the southern route, from 2009 to 2014, Ballinger said he passed through the Khumbu 38 times and had two close calls. While nobody on his teams lost their lives there, he helped recover the bodies of other climbers who had not been so lucky.
Finally, he did the math and concluded there was no way he could get through a whole career — 20 or 30 years — without losing someone he was responsible for in the Khumbu.
“I just couldn’t do it anymore,” Ballinger said. “I just couldn’t justify the risk.”
Ballinger’s data-driven approach and stellar track record were enough to win over Cooper.
And he has been willing to wait.
He was ready to climb Everest four years ago, but when China shut down expeditions to its side of the mountain in 2020 in response to the COVID-19 pandemic, Ballinger stuck to his principles and refused to resume climbing with the crowds in Nepal. This is the first year since the pandemic that the Chinese side has been open.
The Alpenglow team, which includes 26 clients, guides and Sherpas hoping to reach the summit, were originally scheduled to begin their expedition in late April. After a late permitting change from the Chinese government, that date has been pushed back to May 7.
Cooper has competed in the Ironman World Championship in Hawaii 11 times and has won the legendary Western States Endurance Run, a 100-mile ultra-marathon. He is not a man accustomed to sitting around. “I’m feeling ready and anxious to get going,” he texted a reporter last week.
When not trying to sleep in his hypoxic tent, Cooper has spent his training days in Tahoe on back-country skis doing laps up and down a mountain, his 3-year-old dog, a Vizsla named “Busy,” at his heels. Indoors, he straps on a hypoxic mask hooked to the same motor he uses for the sleeping tent and rides a stationary bike an hour at a time. Or climbs a StairMaster. Or throws on his mountaineering boots and a heavy backpack and trudges up and down slopes.
Why?
“I’m addicted to doing this kind of stuff,” said Cooper, who ran his first marathon when he was 13. “I just feel like a fundamentally happier person when I’m training.”
Ballinger leads clients on bucket list climbs all around the globe. Many of the treks present more interesting technical challenges than Everest. Almost all of them feel like wild outposts compared with the circus vibe on Everest’s south side.
Still, he gets poetic when he describes why so many clients are drawn to the world’s tallest summit.
“Because it’s so hard,” he said. It takes incredible fitness, mental fortitude and a heavy dose of luck to make it to the top. And no matter how many precautions you take, there’s that uncontrollable element of risk.
“It’s not just a battle for success, it’s a battle for survival up there,” Ballinger said. “That’s something that many of us have not experienced otherwise. I think that really captures people.”
Business
As Delta Reports Profits, Airlines Are Optimistic About 2025
This year just got started, but it is already shaping up nicely for U.S. airlines.
After several setbacks, the industry ended 2024 in a fairly strong position because of healthy demand for tickets and the ability of several airlines to control costs and raise fares, experts said. Barring any big problems, airlines — especially the largest ones — should enjoy a great year, analysts said.
“I think it’s going to be pretty blue skies,” said Tom Fitzgerald, an airline industry analyst for the investment bank TD Cowen.
In recent weeks, many major airlines upgraded forecasts for the all-important last three months of the year. And on Friday, Delta Air Lines said it collected more than $15.5 billion in revenue in the fourth quarter of 2024, a record.
“As we move into 2025, we expect strong demand for travel to continue,” Delta’s chief executive, Ed Bastian, said in a statement. That put the airline on track to “deliver the best financial year in Delta’s 100-year history,” he said.
The airline also beat analysts’ profit estimates and said it expected earnings per share, a measure of profitability, to rise more than 10 percent this year.
Delta’s upbeat report offers a preview of what are expected to be similarly rosy updates from other carriers that will report earnings in the next few weeks. That should come as welcome news to an industry that has been stifled by various challenges even as demand for travel has rocketed back after the pandemic.
“For the last five years, it’s felt like every bird in the sky was a black swan,” said Ravi Shanker, an analyst focused on airlines at Morgan Stanley. “But it appears that this industry does have its ducks in a row.”
That is, of course, if everything goes according to plan, which it rarely does. Geopolitics, terrorist attacks, air safety problems and, perhaps most important, an economic downturn could tank demand for travel. Rising costs, particularly for jet fuel, could erode profits. Or the industry could face problems like a supply chain disruption that limits availability of new planes or makes it harder to repair older ones.
Early last year, a panel blew off a Boeing 737 Max during an Alaska Airlines flight, resurfacing concerns about the safety of the manufacturer’s planes, which are used on most flights operated by U.S. airlines, according to Cirium, an aviation data firm.
The incident forced Boeing to slow production and delay deliveries of jets. That disrupted the plans of some airlines that had hoped to carry more passengers. And there was little airlines could do to adjust because the world’s largest jet manufacturer, Airbus, didn’t have the capacity to pick up the slack — both it and Boeing have long order backlogs. In addition, some Airbus planes were afflicted by an engine problem that has forced carriers to pull the jets out of service for inspections.
There was other tumult, too. Spirit Airlines filed for bankruptcy. A brief technology outage wreaked havoc on many airlines, disrupting travel and resulting in thousands of canceled flights in the heart of the busy summer season. And during the summer, smaller airlines flooded popular domestic routes with seats, squeezing profits during what is normally the most lucrative time of year.
But the industry’s financial position started improving when airlines reduced the number of flights and seats. While that was bad for travelers, it lifted fares and profits for airlines.
“You’re in a demand-over-supply imbalance, which gives the industry pricing power,” said Andrew Didora, an analyst at the Bank of America.
At the same time, airlines have been trying to improve their businesses. American Airlines overhauled a sales strategy that had frustrated corporate customers, helping it win back some travelers. Southwest Airlines made changes aimed at lowering costs and increasing profits after a push by the hedge fund Elliott Management. And JetBlue Airways unveiled a strategy with similar aims, after a less contentious battle with the investor Carl C. Icahn.
Those improvements and industry trends, along with the stabilization of fuel, labor and other costs, have created the conditions for what could be a banner 2025. “All of this is the best setup we’ve had in decades,” Mr. Shanker said.
That won’t materialize right away, though. Travel demand tends to be subdued in the winter. But business trips pick up somewhat, driven by events like this week’s Consumer Electronics Show in Las Vegas.
The positive outlook for 2025 is probably strongest for the largest U.S. airlines — Delta, United and American. All three are well positioned to take advantage of buoyant trends, including steadily rebounding business travel and customers who are eager to spend more on better seats and international flights.
But some smaller airlines may do well, too. JetBlue, Alaska Airlines and others have been adding more premium seats, which should help lift profits.
While he is optimistic overall, Mr. Shanker acknowledged that the industry was vulnerable to a host of potential problems.
“I mean, this time last year you were talking about doors falling off planes,” he said. “So who knows what might happen.”
Business
Insurance commissioner issues moratorium on home policy cancellations in fire zones
California Insurance Commissioner Ricardo Lara has issued a moratorium that bars insurers from canceling or non-renewing home policies in the Pacific Palisades and the San Gabriel Valley’s Eaton fire zones.
The moratorium, issued Thursday, protects homeowners living within the perimeter of the fire and in adjoining ZIP codes from losing their policies for one year, starting from when Gov. Gavin Newsom declared a state of emergency on Wednesday.
The moratoriums, provided for under state law, are typically issued after large fires and apply to all policyholders regardless of whether they have suffered a loss.
Lara also urged insurers to pause for six months any pending non-renewals or cancellations that were issued up to 90 days before Jan. 7 that were to take effect after the start of the fires — something he does not have authority to prohibit.
“I call upon all property insurance companies to halt these non-renewals and cancellations and provide essential stability for our communities, allowing consumers to focus on what’s important at the moment — their safety and recovery,” said Lara on Friday during a press conference in downtown Los Angeles.
Insurance companies in California have wide latitude to not renew home policies after they expire, though they must provide at least 75 days’ notice. However, policies in force can be canceled only for reasons such as non-payment and fraud.
Insurers have dropped hundreds of thousands of policyholders across California in recent years citing the increasing risk and severity of wind-driven wildfires attributed to climate change. The insurance department said residents living in fire zones can be subject to sudden non-renewals, prompting the need for the moratoriums.
In addition, Lara asked insurers to extend to policyholders affected by the fires time to pay their premiums that go beyond the existing 60-day grace period that is mandatory under state law.
It’s not clear how many homeowners in Pacific Palisades and elsewhere might not have had coverage, but many homeowners reported that insurers had not renewed their policies before the disaster struck. State Farm last year told the Department of Insurance it would not renew 1,626 policies in Pacific Palisades when they expired, starting last July.
Residents can visit the Department of Insurance website at insurance.ca.gov to see if their ZIP codes are included in the moratorium. They can also contact the department at (800) 927-4357 or via chat or email if they think their insurer is in violation of the law.
The Pacific Palisades fire, the most destructive fire in Los Angeles history, as of Friday morning had grown to more than 20,000 acres, burning more than 5,000 homes, businesses and other buildings. It was 6% contained.
The Eaton fire, which has burned many structures in Altadena and Pasadena, has spread to nearly 14,000 acres and was 3% contained as of early Friday. Ten people have died in the fires.
Business
In Los Angeles, Hotels Become a Refuge for Fire Evacuees
The lobby of Shutters on the Beach, the luxury oceanfront hotel in Santa Monica that is usually abuzz with tourists and entertainment professionals, had by Thursday transformed into a refuge for Los Angeles residents displaced by the raging wildfires that have ripped through thousands of acres and leveled entire neighborhoods to ash.
In the middle of one table sat something that has probably never been in the lobby of Shutters before: a portable plastic goldfish tank. “It’s my daughter’s,” said Kevin Fossee, 48. Mr. Fossee and his wife, Olivia Barth, 45, had evacuated to the hotel on Tuesday evening shortly after the fire in the Los Angeles Pacific Palisades area flared up near their home in Malibu.
Suddenly, an evacuation alert came in. Every phone in the lobby wailed at once, scaring young children who began to cry inconsolably. People put away their phones a second later when they realized it was a false alarm.
Similar scenes have been unfolding across other Los Angeles hotels as the fires spread and the number of people under evacuation orders soars above 100,000. IHG, which includes the Intercontinental, Regent and Holiday Inn chains, said 19 of its hotels across the Los Angeles and Pasadena areas were accommodating evacuees.
The Palisades fire, which has been raging since Tuesday and has become the most destructive in the history of Los Angeles, struck neighborhoods filled with mansions owned by the wealthy, as well as the homes of middle-class families who have owned them for generations. Now they all need places to stay.
Many evacuees turned to a Palisades WhatsApp group that in just a few days has grown from a few hundred to over 1,000 members. Photos, news, tips on where to evacuate, hotel discount codes and pet policies were being posted with increasing rapidity as the fires spread.
At the midcentury modern Beverly Hilton hotel, which looms over the lawns and gardens of Beverly Hills, seven miles and a world away from the ash-strewed Pacific Palisades, parking ran out on Wednesday as evacuees piled in. Guests had to park in another lot a mile south and take a shuttle back.
In the lobby of the hotel, which regularly hosts glamorous events like the recent Golden Globe Awards, guests in workout clothes wrestled with children, pets and hastily packed roll-aboards.
Many of the guests were already familiar with each other from their neighborhoods, and there was a resigned intimacy as they traded stories. “You can tell right away if someone is a fire evacuee by whether they are wearing sweats or have a dog with them,” said Sasha Young, 34, a photographer. “Everyone I’ve spoken with says the same thing: We didn’t take enough.”
The Hotel June, a boutique hotel with a 1950s hipster vibe a mile north of Los Angeles International Airport, was offering evacuees rooms for $125 per night.
“We were heading home to the Palisades from the airport when we found out about the evacuations,” said Julia Morandi, 73, a retired science educator who lives in the Palisades Highlands neighborhood. “When we checked in, they could see we were stressed, so the manager gave us drinks tickets and told us, ‘We take care of our neighbors.’”
Hotels are also assisting tourists caught up in the chaos, helping them make arrangements to fly home (as of Friday, the airport was operating normally) and waiving cancellation fees. A spokeswoman for Shutters said its guests included domestic and international tourists, but on Thursday, few could be spotted among the displaced Angelenos. The heated outdoor pool that overlooks the ocean and is usually surrounded by sunbathers was completely deserted because of the dangerous air quality.
“I think I’m one of the only tourists here,” said Pavel Francouz, 34, a hockey scout who came to Los Angeles from the Czech Republic for a meeting on Tuesday before the fires ignited.
“It’s weird to be a tourist,” he said, describing the eerily empty beaches and the hotel lobby packed with crying children, families, dogs and suitcases. “I can’t imagine what it would feel like to be these people,” he said, adding, “I’m ready to go home.”
Follow New York Times Travel on Instagram and sign up for our weekly Travel Dispatch newsletter to get expert tips on traveling smarter and inspiration for your next vacation. Dreaming up a future getaway or just armchair traveling? Check out our 52 Places to Go in 2025.
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