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Justice, who also sits on the Senate agriculture committee, made his comments after three rancher associations condemned Immigration and Customs Enforcement (ICE) activity for negatively affecting agricultural communities.

But his comments also come after an ACLU of West Virginia investigation found that about three-quarters of the more than 593 arrested by ICE in the state during “Operation Country Roads” in January had no criminal record.

“Before you know it, you get people that get carried away in their job and whatever it may be, and all of a sudden, then you’re dragging people away that have lived on your street corner for 15 years, and I don’t know that we need to be doing that stuff,” Justice told Politico.

Trump’s immigration enforcement agenda is a signature policy of his administration. Many voters indicated they wanted stricter immigration policies, but the intense tactics of federal agents have sparked anger nationwide.

For ranchers in rural communities, ICE operations have had “a massive chilling effect on the legal, documented, skilled workers” who assist in beef production and the cattle supply chain, the Kansas Livestock Association, Oklahoma Cattlemen’s Association and Texas Cattle Feeders Association said in a statement released last week.

Dairy farmers have also recently raised concerns that ICE operations in rural areas could soon hurt their industries.

“If we had a concerted effort to have enforcement activities within agriculture, you could really harm our ability to produce food to feed ourselves,” Rick Naerebout, the CEO of the Idaho Dairymen’s Association, told NPR.

West Virginia is home to more than 22,700 ranchers, most of which are family-owned.

Justice’s criticisms make him the latest Republican to distance himself from Trump in the lead-up to the midterm elections.

Maria Elvira Salazar, a Republican congresswoman from Florida, recently ran a campaign advertisement telling Trump his “immigration enforcement efforts have gone too far”.

The Guardian has asked the White House for a response. %!s()

"We are completely committed and we are convinced that we will do that," Filosa said Wednesday about Stellantis' forecast for this year of a mid-single-digit percentage increase in net revenue and a low-single-digit adjusted operating margin.

Filosa also reconfirmed the company is aiming to be cash flow positive by next year and generate more than 3 billion euros ($3.4 billion) of free cash flow in 2028.

The stock closed Tuesday at $4.43 a share, down 4.1% during the day's trading session. That was a new closing low for the company's U.S. shares and contributed to a nearly 60% loss so far this year. The stock is on track for its worst annual performance since the automaker was formed through the merger of Fiat Chrysler and PSA Groupe in January 2021.

The trans-Atlantic automaker has been executing a roughly $70 billion turnaround plan following margin dilution and yearslong sales declines, especially in North America and the U.S.

Filosa's turnaround strategy has included focusing on regional brands to boost sales, such as Ram and Jeep in the U.S., but it is not cutting down its vast portfolio of 14 automotive brands. The plan's core pillars are "sharper management" of the brand portfolio, new investments, enhanced partnerships, an optimized manufacturing footprint, "excellence in execution," and empowerment of the company's regions and local teams.

RBC Capital Markets analyst Tom Narayan on Tuesday in an investor note said despite public comments to keep the company together, the firm views a "break-up as a plausible longer-term scenario" for Stellantis.

The goal is for the company to achieve positive free cash flow by 2027. Free cash flow for the automaker was a loss of 4.5 billion euros last year. 

"The mantra of the reset is around freedom of choice," Filosa, who became CEO in June 2025, said Wednesday during an Automotive News event in Detroit. "It's around listening more to the customer." %!s()

The productivity gain did not come from longer hours. The engineers had changed how they approached the work. They were using agents to produce the first drafts of code, tests, merge request descriptions and other engineering work. Their role shifted to providing context, directing the work, reviewing the output and applying judgement.

That raised a bigger question for us: Could we make this the normal way of working across engineering?

Over the next 12 weeks, we rolled out agentic engineering across the organization. By the end of the program, 94% of our engineers were actively working with the stack.

However, providing the technology turned out to be the easy part, with most of our effort going into changing habits, creating confidence and helping engineers learn a very different way to work.​​ Here are four lessons from this experience: ​

Let people see it working.

​Six weeks before the broader rollout, we created what we called lighthouse teams: small groups willing to go first, work through the rough edges and share what they learned.

We already knew that the technology worked, but we needed engineers to see it working for themselves. Once teams watched their peers ship meaningful work faster, engineers began asking how to get started. By the time the broader program launched, we had already created internal demand.

With this model, I suggest creating a network of AI champions across your teams. These are the engineers who have spent significant time working with agents and have credibility with their peers. When you are asking people to change, a respected colleague saying, “Let me show you how I do this,” carries more weight than an executive mandate.

Make training produce something.

We also changed what it meant to complete training. Attendance was not enough. An engineer was done only when they had produced five tangible artifacts:​

1. A context file committed to an active repository

2. A reusable agent procedure for work their team performs regularly

3. An enforcement rule built into the tooling

4. A real sprint story delivered end-to-end using an agentic workflow

5. A CI/CD job that automatically runs one of their reusable skills

We wanted engineers learning through work they would actually perform after the training ended. Since these artifacts lived in source control, they also became reusable organizational assets. If one engineer built a strong procedure for generating test plans, another team member could build on it instead of starting over.

That is an important design choice for leaders. Training should leave something behind. Ask people to create reusable context, workflows, rules or automation that make the next engineer more productive.

Give people real problems.

We closed the first wave with a two-day hackfest: more than 40 prototypes in 33 hours.

Teams built a conversational interface for our takeoff product, natural-language search for construction projects and several other ideas tied directly to customer needs. One team improved model accuracy in 33 hours by an amount of work that previously would have taken roughly a quarter.

As agents become part of the workflow, however, engineers need to develop a different kind of judgment. They need to know what context to provide, how to break a problem into smaller pieces and when its output is good enough to move forward.

That judgment comes from repetition. If you are rolling this out, move people into real production work sooner than feels comfortable. Classroom training can create familiarity, but experience creates confidence.​​

Make progress visible.

From day one, we made adoption visible through a shared dashboard and regular updates from our champions. The dashboard helped us see where adoption was accelerating, where teams were struggling and where people needed more support. We could make adjustments within hours or days rather than discovering issues at the end of the program.

Visibility creates a shared sense of progress. Teams could see the change happening across the organization rather than experiencing it as another isolated corporate initiative.

For leaders, the lesson is to measure adoption in a way that helps you learn, not simply report. The useful questions are: Where is this working? Where is it getting stuck? What are our strongest teams doing differently?

The Bigger Lesson

There is a lot of conversation about which model to use, which harness to deploy and which platform to standardize on. We spent time on all of those decisions.

​But the questions that determined whether the transformation worked were mostly about people and solid change management. You can give an engineering organization access to agentic tools very quickly. Getting the organization to work differently is the real transformation.​​

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It's a tough job market for young workers. As of June 2026, the unemployment rate for recent college graduates aged 22 to 27 reached 5.7%, compared to 4.1% for all workers, according to the Federal Reserve Bank of New York. Recent college grads are also facing higher underemployment: 42% are working jobs that don't utilize their skills or education, compared to 33.7% of college graduates as a whole.

Kantor, who has a college-aged daughter, says she understands parents' fear and frustration: "Some of them scraped and saved for college and managed to send their kids, and now their great kid who did the right internships and has wonderful grades can't get a job."

But some parents are "over-asserting themselves in the process" by badgering their adult child about their job search strategy or attempting to push them toward a seemingly more stable career field, Kantor says – and that's not going to set them up for success in the future.

When parents step in too often to solve problems — a tactic known as "snowplow parenting" — they can inadvertently stunt their child's capacity for resilience, according to Jennifer Wallace, author of "Never Enough" and "Mattering."

"The goal is not to guarantee that your child never struggles at work," Wallace told CNBC Make It in September. "It is to help raise a young person who knows that when struggle comes, they can meet it."

Instead, Kantor advises parents to take a step back and approach the situation with an "inquiring" mindset: Ask your young adult "about what they're experiencing and what they're seeing" in the job market, and "be cognizant of the way the atmosphere has changed" before jumping in with your thoughts or opinions.

The advice young adults need today

Parents need to understand that their career advice is both "invaluable and totally useless" right now, according to Kantor.

"It's invaluable, because time-tested wisdom is very important at a difficult moment, but it's irrelevant in the sense that everything's changed since we applied for jobs, and the rules, as we experience them, barely exist anymore," she continues.

Unless you've been on the job market recently, it's hard to understand "just how digital and sterile job applications have become," Kantor says: "When I talk about AI interviews at events, the younger half of the audience nods, and the older half of the audience gasps and goes, 'How could that even be a thing?'"

What you can teach your fledgling adult is how to build genuine connections, according to Kantor.

"Paradoxically, the more digital job applications become, the more important real relationships are," she says.

For instance, you could offer to help them draft or revise a cold email they're sending to a potential employer. Kantor's advice: It should be "short" and "warm but not overfamiliar."

And many tried-and-true career tips are still relevant today, such as sending a thank-you note after a job interview.

Amid a sea of AI-generated applications, those habits can be key "differentiators" for young applicants, Kantor says. %!s()

The article, which first ran on the BBC’s website on 27 September, examined an apparent “viral craze” for bare rather than decorated nails. It said the trend had been flooding social media and fashion catwalks.

It also covered criticisms of the trend, which suggested it could “stigmatise bold manicures”. The article noted that nail art had its roots in black, Latino and Asian communities.

In an early section of the article, it quoted the beauty journalist Kristina Rodulfo as saying: “That trend really promotes blankness and this kind of sameness and erasure of culture and identity that is so important to black and brown communities.

“They are often called elegant or tasteful and these are often usually euphemisms that perpetuate white supremacist standards of beauty.”

Later in the piece, Rodulfo was quoted again as saying: “The examples are almost always white women or celebrities … [and] they’ll often conflate class and taste with that bareness.”

The BBC initially removed the article from its website on Tuesday after the piece had attracted criticism from media outlets in the US, particularly on the political right. The corporation stated it had been removed “pending an editorial review”.

However, the BBC has since confirmed that the article had been permanently removed. Bosses concluded there was no challenge in the piece to the quotes linking bare nails to white supremacy, or any context that such opinions would be seen as extreme.

A Wall Street Journal piece stated the BBC article was “embarrassingly retrograde – displaying outdated intellectual fashion – in its attempt to locate offences against social justice in the decisions of individual women whether of not to paint their nails.

It stated: “When you see someone dressed for a costume party, you notice how conspicuous that person is. So it is with the BBC’s attempt to gin up outrage over the semiotics of nail polish.”

The New York Post, part of Rupert Murdoch’s media stable, also ran an article criticising the piece, as did Fox News.

An opinion piece in the Telegraph also attacked it. “I’ve had some rude awakenings in my time, but being told I’m a white supremacist before I’ve had my coffee? That’s got to be up there,” wrote Celia Walden, a feature writer.

On its corrections and clarifications register, the BBC stated: “This article examined the trend of bare nails and what might be motivating it, hearing from a range of contributors as well as looking at the cultural significance of manicures. It was removed on 29 September pending an editorial review.

“Following this review the article was permanently removed on the same day because it reported criticism of the bare nails trend without sufficient context or challenge and so did not meet our editorial standards.”

The BBC has not revealed who made the decision to remove the article. However, the corporation’s deputy director general, Rhodri Talfan Davies, was appointed to the new role in order to catch potential editorial rows that plagued the leadership of the former director general, Tim Davie.

Matt Brittin, who replaced Davie, was also keen to have a deputy for support on editorial matters, given his lack of television and editorial experience.

The BBC is still the subject of legal action from Donald Trump over the way an episode of Panorama edited together two parts of a Trump speech. While the BBC apologised for the edit, it has always maintained the documentary did not defame the president. %!s()