As bolsas em Nova York fecharam mistas nesta terça-feira, 7, ganhando fôlego na reta final do pregão, em meio a notícias que movimentaram a aproximação de um deadline determinado pelo presidente dos EUA, Donald Trump, para que o Irã aceite um acordo. Segundo a Axios, a secretária de imprensa da Casa Branca Karoline Leavitt, afirmou que o presidente dos EUA, Donald Trump, foi informado da proposta de cessar-fogo com o Irã, feita pelo Paquistão, e que “uma resposta virá”.

O Dow Jones fechou em baixa de 0,18%, aos 46.584,46 pontos. O S&P 500 ganhou 0,08%, aos 6.616,85 pontos, e o Nasdaq avançou 0 10%, aos 22.017,85 pontos.

O Paquistão propôs que os EUA adiem o prazo final para as negociações de paz com o Irã por mais duas semanas, enquanto solicitou que o Irã conceda a reabertura do Estreito de Ormuz pelo mesmo período.

A sessão transcorreu mais cedo sob a nuvem de incerteza, à medida que o relógio da contagem regressiva continuava a avançar. “A situação mantém-se fluida, com os dois lados continuando a trocar retórica belicista”, escreveu o estrategista de mercado sênior da NYSE, Michael Reinking. “Há também relatos contraditórios sobre os esforços diplomáticos e sobre se essas linhas de comunicação permanecem abertas ou não”, listou.

Mesmo com a aproximação do deadline, as ações de defesa não encontravam ímpeto adicional em NY. A Lockheed Martin caiu 1,6%, a RTX Corporation perdeu 0,25% e a Northrop Grumman caiu 0,76%.

Ativos do setor petrolífero ficaram instáveis diante da falta de convicção dos investidores sobre um direcional, mas a Chevron acabou subindo 1,4%, ampliando a alta em 2026 para 32,2%. A ExxonMobil ganhou 0,33%, após avanço de mais de 36% neste ano.

A Unitedhealth (9,37%) ajudou a limitar as perdas do Dow Jones. A operadora de saúde subiu após o governo dos EUA anunciar na segunda-feira que aumentará os pagamentos aos seguradores do Medicare. A Elevance Health avançou 3,09% e a CVS Health saltou 6,7avgo%.

A Broadcom marcou ganhos de 6,21% após informar que vai desenvolver e fornecer chips personalizados de inteligência artificial para o Google e capacidade computacional adicional para a Anthropic.

Entre os dados da economia americana, as encomendas de bens duráveis tiveram queda mais pronunciada do que a esperada em fevereiro.

The post Bolsas de NY fecham mistas com cautela amenizada por notícia sobre proposta sobre Irã appeared first on InfoMoney.

• The US Army's Bavaria base hosts over 16,000 troops ready for instant deployment.
• Its origins date back to pre-World War I. Later, it became a major training hub for the German Wehrmacht.
• Today, US troops train in trenches — rain or shine — honing skills for potential conflicts with Russia.

Just a couple of hours north of Munich, the US Army runs its largest training site outside the United States. Once a Nazi artillery training ground, the sprawling base is now home to more than 16,000 troops kept ready to fight at a moment's notice.

Soldiers train in trenches and with armored Stryker combat vehicles to maintain constant combat readiness "so they can answer America's call in an instant," said Hermes Acevedo, who was the command sergeant major and senior enlisted advisor to the garrison commander at US Army Garrison Bavaria when Business Insider's Graham Flanagan visited last April.

That readiness serves as deterrence. From Bavaria, troops can reach the Czech Republic within about an hour and Ukraine's capital, Kyiv, in roughly 18 hours by road. "By us being ready, by us being here in this location, [it] kind of sends a signal," Acevedo said.

He didn't name a specific adversary, but soldiers in the trenches know who they're preparing for.

As Russia's war in Ukraine continues, the US Army's presence in Germany is crucial. These soldiers could be the first ones in the fight, defending NATO's eastern flank.

From Nazi training ground to NATO backbone

US Army Garrison Bavaria's origins date back to pre-World War I, when the Royal Bavarian Army developed a training area for its own artillery forces.

That role expanded under Adolf Hitler, when the Third Reich used the same grounds as a major training hub for the German Wehrmacht — Nazi's unified armed forces.

At the end of World War II, US forces took control of the area. Today, it anchors US and NATO operations in Europe.

The installation spans four main areas, including Tower Barracks and Rose Barracks. It houses the 7th Army Training Command — which sets standards for US Army Europe and Africa — and the 2nd Cavalry Regiment, a forward-positioned ground force.

"We're not going to deploy to an incident in Europe," Acevedo said. "We are already here."

Training for a potential war with Russia

Troops can leave their barracks and reach live training ranges in less than two minutes, Acevedo said. Once there, they train in all conditions — snow, rain, heat, and cold — to build what he described as instinctive responses.

"It's all about readiness," Acevedo said.

The base also runs an opposing force, or OPFOR, that mimics enemy tactics. "We're basically supposed to act like Russians," Spc. Aaron Jude said, noting they study the war in Ukraine sometimes through open-source material like social media.

OPFOR units use AK-style rifles and train in trench warfare, reflecting the realities of the conflict.

"That's what's so awesome about this unit," said Staff Sgt. Daniel Johnson, an OPFOR soldier. "Not only are we being able to train to our standards, but we're also training to Russia's standards. Honestly, to me, that's like a really good way to understand our adversaries."

Sensors across the training area collect data, allowing commanders to analyze performance and refine strategy. That constant feedback loop is central to the base's role, allowing it to test equipment and decision-making under pressure.

A self-contained military ecosystem

The installation is designed to support both troops and their families. It includes more than 3,400 housing units, K—12 schools, childcare centers, and recreational facilities. Many families live both on and off base, integrated into nearby communities.

Acevedo said that these support systems help ease one of the biggest challenges for troops arriving from the US: uncertainty.

That environment is part of what keeps the base functioning at scale. Soldiers can focus on training and missions, while families have access to services designed to mirror life in the US.

The result is a well-oiled rapid-response war machine that turns a historically significant site into a modern military hub, readying troops for a hard fight.

• Honda and Sony axed the Afeela, a tech-heavy electric sedan that was slated for sale in 2026.
• The decision leaves Sony Honda Mobility, their joint venture company, in limbo.
• Analysts say they aren't surprised by the cancellation — but were surprised by how late it came.

The Afeela is dead.

The car — a PlayStation-linked EV developed through Honda's joint venture with Sony — had been positioned as a tech-forward flagship, featuring multiple screens (including on the hood), autonomous driving capabilities, and even a spot to hold a PS5 controller.

Plans to build the $90,000 electric sedan and a future SUV sibling were scrapped on Wednesday.

It's the latest shift in Honda's approach to building EVs in America. Earlier this month, the automaker said it would take a $15.7 billion write-down while canceling several coming EVs, including the Honda 0 Saloon, Honda 0 SUV, and Acura RSX. Honda had already exited a separate EV partnership with General Motors in 2023 and discontinued the Acura ZDX last year.

The decisions leave Honda with one EV in the US market: the Prologue.

Afeela's cancellation stands apart.

Honda and Sony formed an entirely separate company, Sony Honda Mobility, to develop the car. SHM told Business Insider on Wednesday it's continuing "to discuss the path forward with its parent companies on the future of SHM."

The model's cancellation didn't shock industry analysts.

"This aligns with Honda rethinking its EV plans, especially in the US market," Seth Goldstein, a senior equity strategist and EV industry specialist at Morningstar, told Business Insider.

He said Honda is likely shifting toward a more hybrid-heavy lineup while reassessing how to build profitable EVs without relying on government incentives.

While the cancellation itself wasn't surprising, the timing was.

Sony Honda Mobility recently showcased Afeela at CES, heavily promoted it on social media, and added the vehicle to the PlayStation car racing game Gran Turismo 7 in a 2025 update. Moderators for the r/GranTurismo7 subreddit confirmed to Business Insider that the car is still available to drive in the game.

SHM had said it expected to launch the physical car in California by the end of the year.

Pulling the plug on a vehicle so close to launch is "definitely not the industry norm," Adam Bernard, a former director of competitive intelligence at General Motors, told Business Insider.

"A last-minute pull is very unusual," he said.

More broadly, Honda's shift highlights a growing divide in how automakers are approaching the US EV market.

Toyota — long seen as a laggard in fully electric vehicles — has recently accelerated its EV plans, underscoring how differently the longtime rivals are navigating the transition.

Goldstein said Toyota's experience with hybrid systems and battery development may make it easier to adapt its lineup, while Honda now faces a more fundamental reset.

Still, analysts don't see this as the end of Honda's EV ambitions altogether.

"My guess is that they may revisit their plans and perhaps produce something lower in cost toward the end of the decade," Sam Abuelsamid, an auto industry analyst at Telemetry, told Business Insider.

He added that while Afeela was slated for production in Ohio, Honda is likely to repurpose that capacity for other vehicles rather than leave it idle.

What remains unclear is where Sony Honda Mobility fits into Honda's next phase. A Honda spokesperson said the company had "no insight into the announcement," referring questions to the joint venture.

"This decision follows discussions between our parent companies, after taking into account the significant impact of Honda's EV strategy change," SHM told Business Insider.

Work at Honda or SHM? We want to hear from you. Contact Ben Shimkus at bshimkus@insider.com or Signal at bshimkus.41. Use a personal email address and a nonwork device; here's our guide to sharing information securely.

Business Insider got exclusive access to see how the US Army's Germany-based 2nd Cavalry Regiment is training for a possible war with Russia.

A group of soldiers known as OPFOR pretends to be the enemy, practicing the same style of trench warfare that has become commonplace in the Russia-Ukraine war.

An Army platoon must traverse mountainous terrain before finding the OPFOR's trench and attacking it.

• BNY's CEO, Robin Vince, is all in on AI's role in steering the bank's future.
• Now, some managers oversee the bank's 140 digital employees, a form of agentic AI.
• We spoke to Vince and a BNY managing director about the program.

Despite its 240-year pedigree, BNY isn't showing its age.

Under CEO Robin Vince, who took the reins in 2022, the firm — founded by Alexander Hamilton — is aggressively embracing AI. Recently, it has begun entrusting some managers with oversight of a contingent of new workers who don't even require a chair: the digital employee.

"All digital employees report to a human manager," Vince said in an interview with Business Insider this month in Palm Beach.

These digital employees create a layered effect with the company's agentic products, in which a single entity coordinates the activities of multiple individual agents. The digital workforce is more than 140 agents strong, each one with roughly two dozen skills, give or take, comprising their suite of abilities.

And, just like humans, they're held accountable for their work — with performance reviews.

After executing a variety of tasks humans might find tedious, the digital employee presents it to "the human who's responsible for the process — 'I've just done three quarters of the work for you. And by the way, I did it in 10 minutes instead of what would have otherwise been two weeks," the CEO explained.

About 100 managers across the firm oversee digital employees, including Rachel Lewis, a managing director and a two-decade BNY veteran who now serves as head of AI enablement for operations. Appointed to the role this year, Lewis is now helping teams across the bank build and deploy digital employees within their day-to-day workflows.

"We're kind of transferring the mundane to the machines," she said, describing how the tools are taking over routine processes and shifting how work gets done.

Lewis told Business Insider she works closely with teams across BNY to help them develop their own digital employees — often starting with ideas that come directly from the people doing the work and turning them into tools over time.

"The person that came up with that idea actually gets the opportunity to build that digital employee," she said. As teams begin to incorporate them into their workflows, she added, the technology starts to feel less like software and more like part of the team. "It's just almost having a virtual teammate as part of your group."

170,000 hours of training

To prepare for the AI age, BNY implemented a massive 170,000-hour AI training program for its 48,000 staffers. "Everyone in the company has done two to three hours," he said. The goal was to turn employees into a new class of supervisors who managed, rather than competed with, the machine. "We're investing in our people, because I want them to be the unlockers and users of AI," Vince added.

Last week, he sent a memo to several thousand of the firm's senior leaders pointing to some of the firm's past efforts in AI and encouraging them to be proactive in continuing to incorporate it. "We have an obligation to our company to capture this opportunity," Vince wrote in the email, whose subject line was "Reimagining BNY."

"This is a fundamental leadership shift, not simply a capability shift," he added. "It will require each of us to lean in and role-model how to engage with AI and how to harness it to solve problems."

Speaking to Business Insider, Vince described his first personal deep dive into AI as a "summer project" that kicked off in 2023 and never ended.

It was sparked by a YouTube video he saw that broke down the functionality of Tesla's Autopilot 12. He watched as the car observed human behavior and applied what it saw to navigating a stop sign, rather than adhering to a few rigid lines of code. "It was very clear to me that the future of AI was going to be learning to make decisions," Vince said. He wanted to bring that same adaptive intelligence to the bank. "It was highly applicable to our businesses," he added, "and it would be able to be a very fundamental input to how we actually ran the company."

Expanding the digital workforce

While some of the earliest digital employees have applications focused on straightforward fixes like data repair and data capture, Lewis said the tools that have stood out most are those that make it easier for employees to build and refine their own digital employees.

Building a digital employee starts with observing how work is actually done. Teams record themselves completing tasks step by step, allowing the system to analyze different approaches and identify the most efficient way to perform the work. That output is then used to generate the instructions that guide a digital employee, which are refined over time as teams train the system on new variations of the task.

Lewis said that as digital employees become embedded in workflows, teams are also treating them more like members of the workforce. "There is a performance review," she said.

Managers evaluate how the systems perform by reviewing outputs, identifying where they skip tasks or "didn't perform as expected," and feeding that work back into the system to be retrained on new variations and edge cases.

"We're continuously monitoring them," she added. "Every week it gets a little bit better."

Even as it expands its digital workforce, Vince said there are no plans to cut back on human capital; these tools, he said, are meant to supercharge their workflow, but not take responsibilities out of their hands. "I speak to CEOs who say, 'We're going to downsize, massively, our campus program.'" Vince's reply? "Why would you do that?"

"We've got the opportunity to have young people who are pre-trained in AI, enthusiastic, and be able to add to our business in different ways," he said.