Business

Conditions May Have Stymied Black Hawk Crew Before Fatal Crash

Published

11 months ago

February 4, 2025

Conditions May Have Stymied Black Hawk Crew Before Fatal Crash

Flying helicopters near Ronald Reagan National Airport always carries some risk. But the conditions on the moonless night of Jan. 29, when an Army Black Hawk helicopter and an American Airlines passenger jet collided, were unusually challenging.

Many of the factors that contributed to the disaster are still being uncovered as investigators from the National Transportation Safety Board try to reconstruct the collision that killed 67 people. The midair crash, which caused wreckage from both aircraft to tumble into the icy Potomac River below, was the nation’s deadliest aviation accident since 2009.

Investigators have said the helicopter was flying about 100 feet higher than authorized in its designated portion of the airspace and are trying to determine why.

But interviews with helicopter pilots suggest that the Black Hawk was also dealing with a set of complex flying conditions, some of which are typical for the bustling area around National Airport outside Washington and some of which were unique to the series of events that happened last Wednesday. And the crew was flying an older-model aircraft that lacked certain safety technologies in its cockpit that are commonplace in those of commercial airplanes in the United States.

“Given the complexity of everything going on there, it is a higher-risk place to fly,” said Austin Roth, a former Black Hawk instructor for the Army who says he often flew the helicopter routes near National Airport while in service.

N.T.S.B. safety investigators have not assessed any blame on the Black Hawk crew, which Defense Secretary Pete Hegseth described as “fairly experienced.”

The safety agency said on Tuesday that there was still information that needed to be collected from the helicopter, a process that is expected to begin this week when its wreckage is lifted from the Potomac. Investigators said the two aircraft collided at 300 feet — a detail that has raised questions about how the helicopter got off course, given that it was not authorized to fly higher than 200 feet above ground.

The New York Times, through interviews with six current and former military aviators and a civilian helicopter pilot who frequently flies the routes near National Airport, has pieced together some understanding of the conditions that the crew faced the night of the crash.

The crew in the UH-60 Black Hawk left its home base, Fort Belvoir in Virginia, after dark last Wednesday to conduct a training mission to allow the co-pilot, Capt. Rebecca Lobach, to perform a required annual evaluation flight.

It was part of the small group of military and civilian law enforcement helicopters authorized to fly in the highly restricted airspace over Washington and Northern Virginia. Those pilots must fly along designated routes that generally follow the Potomac and Anacostia Rivers. The air traffic controllers inside the tower at National Airport manage that airspace for helicopters and planes alike.

These routes specify certain altitude restrictions for helicopters along the water, including Route 4, the one that prohibits flying higher than 200 feet over the stretch of the Potomac where the collision occurred.

That restriction, according to several of the pilots, provides little room to maneuver in case of an emergency. At such a low altitude over a river, moving up — not down — is the more realistic response.

Mr. Roth said there are helicopter routes at Dulles International Airport and Baltimore/Washington International Thurgood Marshall Airport that allow pilots to fly over the commercial jet airspace rather than through it, which gives pilots more options in the event of an emergency.

“I can’t think of anywhere where you can fly next to a major airport at 200 feet,” said Mr. Roth, who was in the same unit as the crew of the helicopter that crashed. A combination of dark skies and surrounding city lights — lights that would have been amplified exponentially if the crew members were wearing night-vision goggles — may have distracted them as they searched for nearby air traffic.

“So they’re flying over a black water surface of the Potomac with ground clutter and the buildings behind them,” said Senator Tammy Duckworth, the Illinois Democrat who flew Black Hawk helicopters during her military career.

At about 8:46 p.m. last Wednesday, an air traffic controller warned the helicopter crew that a passenger jet was nearby. That plane, American Airlines Flight 5342, had been redirected from Runway 1, which regional jets commonly used, to the lesser-used Runway 33.

Captain Lobach was most likely in the right-hand seat, said a senior Army official who has flown the National Airport helicopter routes repeatedly but requested anonymity because he was not authorized to speak publicly.

This is significant, the official said, because if the instructor pilot was busy or distracted with something, Captain Lobach’s seat on the right side of the aircraft might have put her in poor position to view the descending American Airlines flight on her left.

Still, other experienced military pilots said they were puzzled at the crash, given that military pilots are trained to be ready for such hazards.

The Black Hawk, a twin-engine aircraft introduced in the 1970s that has inspired a variety of models, has long been a fixture in the U.S. military, both for general purposes and for more tailored missions. In the Army alone, about 2,000 Black Hawks are in operation today.

In the Washington area, which is home to the White House, the Pentagon and several air fields from which both training flights and the transport of the president and other senior officials often originate, Black Hawks are ubiquitous.

The 12th Aviation Battalion at Fort Belvoir flies two types of Black Hawks: the UH-60L, an old model, and the VH-60M, a newer one. The aircraft involved in the crash was the older model. It does not have the ability to let pilots fly on autopilot but it is not considered insufficient for the job, according to the senior Army official.

Regardless, the official said, the crew flying along the Potomac River would not have found autopilot helpful. Low-level flying, he said, requires constant attention to terrain, obstacles and routes.

The Black Hawks, even the older models, are not especially hard to operate, said current and former military aviators. But the congestion around National Airport, one of the country’s busiest public airspaces, requires particular adeptness and a willingness to hang back if necessary to let passenger jets take off or land safely.

“That aircraft was in the wrong place well before they were in the same literal airspace with the CRJ,” said Jon-Claud Nix, a former Marine Corps helicopter pilot, using the abbreviation for the jet that was involved in the collision.

Mr. Nix, who has reviewed the air traffic control recordings and other public details of the crash, added, “They just needed to hold off a little bit to properly identify or locate their correct traffic.”

He said that in the final moments before the crash, the Black Hawk crew was essentially on its own to avoid collision. That is because the crew, according to a recording of the air traffic control audio, had requested what is known as “visual separation,” which under aviation rules means the crew would search out nearby traffic on its own, without assistance from controllers.

And the older Black Hawk model the crew flew last Wednesday most likely did not have certain air-safety systems that are standard among U.S. passenger jets.

For example, it would not have had the Traffic Collision Avoidance System, nicknamed TCAS, which alerts pilots to the fact that their planes are dangerously close to other aircraft and can redirect pilots to quickly climb or descend if a crash seems imminent.

The pilots say one or all of these factors could have contributed to a tragic sequence of events.

“Especially on that route,” Mr. Roth said, “it’s 200 feet which is a low altitude. It’s in proximity to other aircraft. The lighting conditions are tough and there’s just not many places in the world where all of that is happening to anyone all at once.”

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Business

The rise and fall of the Sprinkles empire that made cupcakes cool

Published

6 hours ago

January 11, 2026

Press Room

The rise and fall of the Sprinkles empire that made cupcakes cool

After the dot-com bubble burst in the early 2000s, Candace Nelson reevaluated her career. She had just been laid off from a boutique investment banking firm in San Francisco’s tech startup scene, and realized she wanted a change.

From her home, she launched a custom cake service that soon morphed into an idea for a cupcake-focused bakery. Nelson and her husband — whom she met at the Bay Area firm where she had worked — then pooled their savings, moved to Southern California and together opened Sprinkles Cupcakes from a 600-square-foot Beverly Hills storefront.

The store quickly sold out on opening day in 2005, and over the next two decades, the Sprinkles brand exploded across the country, opening dozens of locations of its specialty bakeries as well as mall kiosks and its signature around-the-clock cupcake ATMs in several states.

“It was an unproven concept and a big risk,” Nelson told the Times in 2013, at which point the business had 400 employees at 14 locations and dispensed upward of a thousand cupcakes a day from its Beverly Hills ATM alone.

But now, the iconic cupcake brand is no longer.

Sprinkles abruptly shut down all of its locations on Dec. 31, leaving hundreds of retail employees across Arizona; California; Washington, D.C.; Florida; Nevada; Texas; and Utah in a lurch with little notice, no severance and scrambling to fulfill a surge of orders from customers clamoring to get their last tastes.

Candace Nelson, the founder of Sprinkles cupcakes, in Beverly Hills in 2018.

(Mel Melcon / Los Angeles Times)

Although Nelson long ago exited the company, having sold it to private equity firm KarpReilly LLC in 2012, she shared her disappointment with its fate on social media.

“As many of you know, I started Sprinkles in 2005 with a KitchenAid mixer and a big idea,” Nelson said in the post. “It’s surreal to see this chapter come to a close — and it’s not how I imagined the story would unfold.”

The company, now headquartered in Austin, Texas, made no formal announcement regarding the closures and Nelson has not said more than what she posted online. The company did share a comment with KTLA, saying “After thoughtful consideration, we’ve made the very difficult decision to transition away from operating company-owned Sprinkles bakeries.” Neither Nelson nor representatives of Sprinkles and KarpReilly responded to The Times’ requests for comment.

Sprinkles’ demise comes at a tough time for the food and beverage industry. At brick-and-mortar food retail locations, the non-negotiable ingredient and labor costs can be high. And shifting consumer sentiments away from sugar-filled sweets and toward more healthy and functional options, strained pocketbooks, as well as pushes by federal and state governments to nix artificial colors and flavoring, are creating uncertainties for businesses, those in the food industry said.

A 24-hour cupcake ATM at Sprinkles Cupcakes in Beverly Hills in 2012.

“Over the last 10 years the consumer has wizened up tremendously and is looking at the back of the label and choosing where to spend their sweets,” said David Jacobowitz, founder of Austin-based Nebula Snacks, an online food retailer.

At the same time, it’s also not uncommon for businesses owned by private-equity firms to close on a whim, where relentlessly profit-driven decisions might be made simply to pursue more lucrative projects. In recent years, private-equity deals have been seen to milk businesses for profit by slashing costs and quality, and have appeared to play a role in the breakup of some legacy retail brands, including Toys ‘R’ Us, Red Lobster, TGI Fridays and fabrics chain JoAnn Inc. On the flip side, private equity can help infuse much-needed cash into a business and extend its life.

Stevie León and her co-workers received a text the night before New Year’s Eve informing them the franchise Sprinkles location in Sarasota, Fla., where they worked would close permanently after their shifts the next day.

León, 33, said her position as a scratch baker mixing batter and frosting cupcakes overnight had been a dream job, since she had been searching for ways to develop baking skills without paying for expensive schooling.

“I really thought it was my forever job and it was taken away literally in a day,” she said. “I’m just taking it one day at a time.”

Ivy Hernandez, 27, the general manager at the Sarasota store, said that after the news was delivered to her boss, the franchise owner, they rushed to learn their options to keep the store afloat but quickly learned it could be legally precarious to continue operating. The store had been open less than a year.

A nearby corporate store, Hernandez said, had been in disarray for months, with employees contending with broken fridges and lapsed ingredient shipments, as managers implored higher-ups to pay the bills so the business could operate properly.

“It really felt like they were trying to do everything they could to screw everyone over as hard as possible until the end,” Hernandez said.

Sprinkles did not respond to questions about the franchise program or allegations of mismanagement in the lead-up to the closure.

A person walks by Sprinkles on the Upper East Side in New York City in 2020.

The obsession with tiny cakes in paper cups traces back to an episode of “Sex and the City” aired in 2000 showing Miranda and Carrie savoring cupcakes on a bench outside a West Village bakery called Magnolia’s Cupcakes.

“Big wasn’t a crush, he was a crash,” Carrie says to Miranda as she peels down the wrapper on a cupcake topped with bright pink buttercream frosting. She punctuates the quip by taking a big bite, leaving a glob of frosting on her face.

The scene sparked a tourism phenomenon for the bakery — which went on to create a “Carrie” line of cupcakes — and helped propel the burgeoning cupcake industry and companies like Sprinkles Cupcakes, Crumbs Bake Shop and Baked by Melissa to new heights.

Within a decade there was already talk of a “Cupcake Bubble,” coined by writer Daniel Gross in a 2009 Slate article where he argued that the 2008 economic recession laid the groundwork for a proliferation of cupcake stores across America, because a lot of people could figure out how to make tasty cupcakes cheaply and scale up without a huge capital investment.

Amid the decimation of many other local retail businesses, one could take over storefronts in heavily trafficked areas for cheap. As a result, “casual baking turned into an urban industry,” Gross said.

The cupcake fervor hit its peak when Crumbs, which had started as a single bakery on Manhattan’s Upper West Side in 2003, went public in a reverse merger worth $66 million in 2011. The wildly popular mini-cakes were selling at $4.50 a pop. But it became clear very quickly that it had grown too large, too fast. It closed in 2014 after it lost its stock listing on Nasdaq and defaulted on about $14.3 million in financing.

Analysts at the time said consumers were cooling on opulent desserts and suggested tougher times were ahead for bakeries that focused solely on cupcakes.

But Baked by Melissa has thus far proved those analysts wrong. The company has remained privately owned, and according to its founder, is focused on nationwide e-commerce operations — and on expanding the brand beyond sweets. Founder Melissa Ben-Ishay has gained a following on social media by sharing recipes for nutritious, easy-to-make meals.

“Businesses that prioritize quick value increases to get acquired often crash,” Ben-Ishay told Forbes last year. “We’re committed to maintaining product quality and steady, long-term growth.”

Before its unceremonious and sudden closure, Spinkles company leadership had pushed to diversify its business as part of a strategy to recover from a pandemic-era lull.

Chief Executive Dan Mesches told trade publication Nation’s Restaurant News in 2021 that comparable sales had grown since pre-pandemic years. He said the company had ramped up its direct-to-consumer and off-premises offerings and created a line of chocolates made to look like the tops of their cupcakes. The company also introduced a new franchise program with the goal of opening some 200 locations in the U.S. and abroad over three years.

“Innovation is everything for us,” Mesches said.

Sprinkles was known for, among other things, inventive and somewhat corny methods of customer delivery. Besides the trademark ATMs, the company’s vending machines found at many airports made loud, attention-drawing jingles, drawing dramatic complaints and jokes from TikTok travelers. In the 2010s, the company debuted a custom-built truck — “the Sprinklesmobile” — to deliver cupcakes to cities without physical locations.

Frances Hughes, co-founder of online wholesale marketplace Starch, said there’s no question that gourmet sweet treats are still in vogue. But brick-and-mortar locations are much more risky, with more unpredictability. Having large fixed costs makes a business “extremely sensitive to small changes in traffic or frequency,” while online or e-commerce models can be more flexible.

“I think cupcakes as a product still have demand. But the novelty paths that support that rapid retail expansion have passed,” Hughes said.

When Nelson, the Sprinkles founder, posted her somber message about the closure, she asked people to share memories of the company. Many offered heartfelt responses, her comments flooded with stories, for example, of poor college students making the trek to the Beverly Hills location for a limited number of first-come, first-served free cupcakes.

But many of the comments also criticized Nelson’s sale to private equity.

“You sold it to PE and expected it to not close?? What planet are you living on? I don’t begrudge you for selling as that’s entirely your choice but to think any PE firm cares about a company in the slightest is insanity,” one Instagram user said.

Nicole Rucker, an L.A.-based pastry chef and owner of Fat+Flour Pie Shop, said she didn’t observe a decline in the quality of the product after the private-equity takeover. She has been a longtime admirer of the company, driving up from San Diego to sample the cupcakes when its store opened. The simple attractiveness of the box and the logo, and the consistency in the way cupcakes were decorated, “was inspiring,” she said.

“It had a strong hold on people for years,” Rucker said.

Rucker said however that when a private-equity-owned business shutters, she doesn’t feel sadness: “I would rather give my money to a fellow small-business owner, because I would rather know that every dollar and every sale matters.”

Michelle Wainwright, the owner and founder of Indiana-based bakery Cute as a Cupcake! said that although the niche cupcake industry may no longer be in its heyday — with “Sex and the City” no longer airing and competitive baking show “Cupcake Wars” (which Candace Nelson served as a judge on) now canceled — they are still versatile treats, with great potential for creativity.

And they are sentimental to her, because she uses her grandmother’s recipe.

“Cupcakes are still a winner,” Wainwright said. “It’s my belief that a life with out cupcakes is a life without love.”

Business

Bay Area semiconductor testing company to lay off more than 200 workers

Published

18 hours ago

January 11, 2026

Press Room

Bay Area semiconductor testing company to lay off more than 200 workers

Semiconductor testing equipment company FormFactor is laying off more than 200 workers and closing manufacturing facilities as it seeks to cut costs after being hit by higher import taxes.

The Livermore, Calif.,-based company plans to shutter its Baldwin Park facility and cut 113 jobs there on Jan. 30, according to a layoff notice sent to the California Employment Development Department this week. Its facility in Carlsbad is scheduled to close in mid-December later this year, which will result in 107 job losses, according to an earlier notice.

Technicians, engineers, managers, assemblers and other workers are among those expected to lose their jobs, according to the notices.

The company offers semiconductor testing equipment, including probe cards, and other products. The industry has been benefiting from increased AI chip adoption and infrastructure spending.

FormFactor is among the employers that have been shedding workers amid more economic uncertainty.

Companies have cited various reasons for workforce reductions, including restructuring, closures, tariffs, market conditions and artificial intelligence, which can help automate repetitive tasks or generate text, images and code.

The tech industry — a key part of California’s economy — has been hit hard by job losses after the pandemic, which spurred more hiring, and amid the rise of AI tools that are reshaping its workforce.

As tech companies and startups compete fiercely to dominate the AI race, they’ve also cut middle management and other workers as they move faster to release more AI-powered products. They’re also investing billions of dollars into data centers that house computing equipment used to process the massive troves of information needed to train and maintain AI systems.

Companies such as chipmaker Nvidia and ChatGPT maker OpenAI have benefited from the AI boom, while legacy tech companies such as Intel are fighting to keep up.

FormFactor’s cuts are part of restructuring plans that “are intended to better align cost structure and support gross margin improvement to the Company’s target financial model,” the company said in a filing to the U.S. Securities and Exchange Commission this week.

The company plans to consolidate its facilities in Baldwin Park and Carlsbad, the filing said.

FormFactor didn’t respond to a request for comment.

FormFactor has been impacted by tariffs and seen its growth slow. The company employs more than 2,000 people and has been aiming to improve its profit margins.

In October, the company reported $202.7 million in third-quarter revenue, down 2.5% from the third quarter of fiscal 2024. The company’s net income was $15.7 million in the third quarter of 2025, down from $18.7 million in the same quarter of the previous year.

FormFactor’s stock has been up 16% since January, surpassing more than $67 per share on Friday.

Business

In-N-Out Burger outlets in Southern California hit by counterfeit bill scam

Published

1 day ago

January 10, 2026

Press Room

In-N-Out Burger outlets in Southern California hit by counterfeit bill scam

Two people allegedly used $100 counterfeit bills at dozens of In-N-Out Burger restaurants in Southern California in a wide-reaching scam.

Glendale Police officials said in a statement Friday that 26-year-old Tatiyanna Foster of Long Beach was taken into custody last month. Another suspect, 24-year-old Auriona Lewis, also of Long Beach, was arrested in October.

Police released images of $100 bills used to purchase a $2.53 order of fries and a $5.93 order of a Flying Dutchman.

The Los Angeles County District Attorney’s Office charged Lewis with felony counterfeiting and grand theft in November.

Elizabeth Megan Lashley-Haynes, Lewis’s public defender, didn’t immediately respond to a request for comment.

Glendale police said that Lewis was arrested in Palmdale in an operation involving the U.S. Marshals Task Force. Foster is expected in court later this month, officials said.

”Lewis was found to be in possession of counterfeit bills matching those used in the Glendale incident, along with numerous gift cards and transaction receipts believed to be connected to similar fraudulent activity,” according to a police statement.

A representative for In-N-Out Burger told KTLA-TV that restaurants in Riverside, San Bernardino and San Diego counties were also targeted by the alleged scam.

“Their dedication and expertise resulted in the identification and apprehension of the suspects, helping to protect our business and our communities,” In-N-Out’s Chief Operations Officer Denny Warnick said. “We greatly value the support of law enforcement and appreciate the vital role they play in making our communities stronger and safer places to live.”

The company, opened in 1948 in Baldwin Park, has restaurants in nine states.

An Oakland location closed in 2024, with the owner blaming crime and slow police response times.

Company chief executive Lynsi Snyder announced last year that she planned to relocate her family to Tennessee, although the burger chain’s headquarters will remain in California.