First day of Cox Convention Center demolition marks major change to downtown OKC
The north wall and the pedestrian skybridge are currently scheduled for removal during the week of June 9-13, leading to lane closures on Sheridan Avenue.
The demolition process is expected to last through the rest of the year. There haven't been any delays because the work has been all interior so far, said Kristen Torkelson, arena communications liaison.
The work is being done as the city prepares to present renderings for the new NBA arena that will be built in the footprint of the old convention center. The renderings are expected to be shown during Mayor David Holt's State of the City address on June 16, Torkelson said.
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Sheridan Avenue, from Robinson Avenue to E.K. Gaylord Boulevard, is closed. The Century Center parking garage can be accessed by the southbound lane on N. Broadway Avenue, and one westbound lane on Sheridan Avenue is open.
People staying at the Wyndham Grand Hotel can access it by making a U-turn at the end of N. Broadway Avenue.
The OKC Streetcar is temporarily shut down, but Embark will operate a dedicated shuttle bus along a modified downtown loop. Riders should allow for extra travel time as real-time tracking won't be available.
The city said in a news release most of the sidewalk around the center remains open, with some portions closed, but accessible ramps are open at all four corners.
More: Cox Convention Center demolition to start by April; memories to be preserved
As the process keeps going, Midwest Wrecking, the demolition company contracted by the city, is working to remove debris from inside the building and tearing down steel from the walls to recycle it, Torkelson said.
After the north wall and the sky bridge is down, work will start on dismantling the east and west walls and then work toward the center of the building.
This article originally appeared on Oklahoman: OKC Cox Convention Center demolition begins with sky bridge

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Forbes
9 hours ago
- Forbes
Why Caitlin Clark's Trading Card Selling For Nearly Double The WNBA Max Salary Proves Players Deserve More
of the Washington Mystics, Gabby Williams #5 of the Seattle Storm, Jackie Young #0 of the Las Vegas Aces, Sonia Citron #2 of the Washington Mystics and Brittney Sykes #15 of the Washington Mystics wear shirts saying "Pay us what you owe us" prior to the 2025 AT&T WNBA All-Star Game at Gainbridge Fieldhouse on July 19, 2025 in Indianapolis, Indiana. NOTE TO USER: User expressly acknowledges and agrees that, by downloading and or using this photograph, User is consenting to the terms and conditions of the Getty Images License Agreement. (Photo by) Less Getty Images Caitlin Clark's rookie trading card sold for $366,000 four months ago. That figure represents over $150,000 more than the maximum WNBA single-season salary and $28,000 more than Clark will earn across her entire four-year rookie contract. This disparity reveals a fundamental disconnect between market demand and player compensation that undermines the league's growth potential. Trading card valuations can offer a unique market assessment of fan interest and player marketability, untainted by the structural constraints that artificially suppress WNBA salaries. Yet whenever salary negotiations surface in public discourse, social media erupts with predictable refrains about players not deserving more money because "the revenue isn't there." This oversimplified argument not only ignores decades of systematic underinvestment but fails to recognize the league's current growth trajectory and future potential. As collective bargaining negotiations intensify and players articulate their demands for equitable sharing, it becomes essential to examine the flawed economic logic that has constrained women's professional basketball. Clarks's record trading card price demonstrates market demand not just for individual stars, but for the high-quality basketball that emerges when more players can focus exclusively on their craft over the course of a single season rather than seeking overseas supplements to inadequate salaries. For that reason, the players' positions reflect strategic thinking about capturing value from continued anticipated growth while recognizing that individual marketability depends on collective play and competitiveness among all players and teams. of a trading card is shown as Caitlin Clark #22 of the Indiana Fever signs autographs before the game against the Dallas Wings at College Park Center on September 01, 2024 in Arlington, Texas. (Photo by) Less Getty Images According to Dr. David Berri, professor of economics at Southern Utah University, "the WNBA has $200 million in revenue today. Adjusted for inflation, per team revenue in the WNBA today appears to exceed where the NBA was at back in the early 1970s when the NBA was the same age as the WNBA is today. The WNBA appears to be on the same path as the NBA." Berri has also noted, "WNBA players get less than 7% of (league) revenue. The top salary in the WNBA right now is less than $250,000. The NBA 50 years ago was paying its top players $400,000 a year, and that was (at a time) when the NBA only had $30 million in revenue 50 years ago. The WNBA is at $300 million in revenue, at least, and we also know that with the new television deal, it'll be at least $500 million." This comparison refutes the common myth that the WNBA operates in some fundamentally different economic reality from the NBA. Yet the treatment of players couldn't be more different and at no time in NBA history, including throughout the 1950s when the NBA was a very small operation with very few fans (roughly a fifth of the size and scope of the WNBA in 2025) were NBA players being treated as poorly as current WNBA players. of the Las Vegas Aces and Jackie Young #0 of the Las Vegas Aces wear shirts saying "Pay us what you owe us" prior to the 2025 AT&T WNBA All-Star Game at Gainbridge Fieldhouse on July 19, 2025 in Indianapolis, Indiana. NOTE TO USER: User expressly acknowledges and agrees that, by downloading and or using this photograph, User is consenting to the terms and conditions of the Getty Images License Agreement. (Photo by) Less Getty Images WNBA players are positioning themselves for the future of the league. These players are negotiating their fair portion of the profits that growth trends suggest are becoming more realistic, not asking for a larger share of losses. The revenue sharing structure established now will determine whether players benefit from the success their talent and marketability are driving into the future. As union president Nneka Ogwumike articulated during recent negotiations, "We see the growth in the league and as it stands, the current salary system is not really paying us what we're owed. We want to be able to have that fair share moving forward, especially as we see all of the investment going in." The key phrase from Ogwumike is "moving forward." Current negotiations are not simply about adjusting salaries to match existing revenue, but about creating structures that allow players to benefit from the growth trajectory for the league. Further, the "revenue isn't there" argument collapses under scrutiny because it conflates current constrained revenue with market potential. Every metric suggests the WNBA operates well below its revenue ceiling due to strategic choices rather than market limitations. Engelbert acknowledged this reality, "we want to significantly increase their salary and benefits while balancing with our owners, their ability to have a path to profitability, as well as continued investment." The path to profitability runs directly through maximizing the product's appeal, which requires treating players as valuable assets rather than cost centers. As Liberty guard Natasha Cloud noted, "We're fighting for what we're due, what we're worth, our value. They're going to be fighting for what they think protects the business. Our job is to find the common ground." That common ground exists in recognizing that player compensation and league growth aren't competing interests. These components of the business of women's sport are complementary strategies to be used to capture the massive market opportunity that current trends have revealed. The question isn't whether the WNBA can afford to pay players what they're worth; it's whether the league can afford not to make the investments necessary to realize its full potential. sign saying "Pay the players" during the 2025 AT&T WNBA All-Star Game at Gainbridge Fieldhouse on July 19, 2025 in Indianapolis, Indiana. NOTE TO USER: User expressly acknowledges and agrees that, by downloading and or using this photograph, User is consenting to the terms and conditions of the Getty Images License Agreement. (Photo by) Less Getty Images Schedule Expansion: While the NBA generates revenue across 82 regular season games from October through June (a span of nearly nine months) the WNBA season encompasses only 44 games compressed into five months from May to September. This means the WNBA has 46% fewer games to sell tickets, concessions, and merchandise, while also offering broadcasters less than half the inventory of live content. Expanding the WNBA season to even 60 games would increase revenue opportunities by 36%, without accounting for the multiplier effect of sustained fan engagement across a longer season. Yet the current CBA caps the season at 44 games, creating an artificial ceiling on revenue generation that has nothing to do with market demand and everything to do with ownership's investment priorities. Commissioner Cathy Engelbert has indicated flexibility for seasons extending into November, particularly with the 2026 FIBA World Cup creating scheduling considerations. A longer season means more games, more broadcast inventory, and more opportunities for the viewership growth the league is already experiencing. Strategic Time Slot Optimization: When games receive proper placement and promotion, the numbers speak volumes about untapped demand. Weekend afternoon games between 1:00 and 3:00 p.m. ET consistently deliver exceptional ratings, with four of the five highest-rated games airing at 3:00 p.m. on Saturdays and averaging 2.16 million viewers. Yet this proven time slot represents less than 25 percent of the national schedule. Meanwhile, only 25 percent of WNBA games currently air during traditional primetime windows, and many of those are relegated to cable networks with limited reach. The May 17 Chicago Sky at Indiana Fever game drew 2.7 million viewers on ABC at 3:00 p.m., which made it the most-watched regular season game since 2000. Shifting just half of the games to these proven time slots could increase average viewership from around one million to between 1.5 and 2 million per game. Expansion Economics: The league has already approved franchises for Cleveland, Detroit, and Philadelphia at the record $250 million expansion fee. Each new market brings additional revenue streams through ticket sales, local sponsorships, and regional media rights. The expansion trajectory suggests demand far exceeds current supply, creating artificial scarcity that limits overall league revenue potential. of the Indiana Fever and Sabrina Ionescu #20 of the New York Liberty wears a shirt saying "Pay us what you owe us" prior to the 2025 AT&T WNBA All-Star Game at Gainbridge Fieldhouse on July 19, 2025 in Indianapolis, Indiana. NOTE TO USER: User expressly acknowledges and agrees that, by downloading and or using this photograph, User is consenting to the terms and conditions of the Getty Images License Agreement. (Photo by) Less Getty Images 'Pay Us What You Own Us' When a trading card commands more market value than the athletes themselves can earn, the system isn't simply unfair, it's also inefficient. The WNBA's current revenue-sharing model represents a fundamental misallocation of resources that constrains the very growth it claims to seek. Players receiving less than 10% of league revenue while generating record viewership, sold-out arenas, and $250 million expansion fees defies basic economic principles that govern every other major sports league. The "Pay Us What You Owe Us" movement isn't about charity or special treatment. It's about applying standard sports economics to a league that has operated under artificial constraints for too long. When players can focus exclusively on their craft without being forced to compete overseas for additional income, when games air in optimal time slots, and when the season expands to meet demand, it's more than likely that the revenue ceiling will experience a significant rise. When a piece of cardboard sells for more than the maximum salary, it reveals the WNBA's fundamental failure to invest in the very players whose talent and marketability have generated and will continue to generate historic growth and fan demand.
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Yahoo
16 hours ago
- Yahoo
Skechers Confirms OG Anunoby Joins Its Roster
New York Knicks Forward Competing in Skechers Basketball Shoes LOS ANGELES, July 24, 2025--(BUSINESS WIRE)--Confirming the fan speculation surrounding his headline-grabbing slam dunk in SKX REIGN™ shoes during the 2025 NBA playoffs in May, Skechers officially announces that New York Knicks forward OG Anunoby has joined Team Skechers. In addition to competing in Skechers Basketball footwear, the NBA Champion and defensive powerhouse will appear in the brand's global marketing campaigns. The news drops ahead of Anunoby representing the brand on a European basketball tour with fellow Skechers athlete Terance Mann of the Brooklyn Nets. The tour kicks off July 26 in Belgrade, with additional stops to follow in Berlin, Frankfurt and Zadar. "Skechers has helped me continue to play basketball at an elite level and I love these shoes," said OG Anunoby, who wears a range of Skechers Basketball styles including the SKX NEXUS™ and SKX REIGN™. "I play quick and low to the court. I jump and move a lot. Skechers has the shoe to keep me comfortable, keep me protected and keep me playing my best every day." "As we grow and continue to innovate our Skechers Basketball shoes, more elite players want to join our team and bring the Comfort That Performs to their games," said David Weinberg, chief operating officer of Skechers. "Known for his viral dunks and defensive strength on the court, OG is a fantastic and inspiring addition to our global roster. We look forward to bringing OG and Terance Mann on tour to meet fans and the media at events with our European retail partners in the coming week." Born in London, UK, Ogugua "OG" Anunoby grew up in Missouri from age four and excelled as a basketball phenom in high school. He was selected as a pre-season All-American by The Sporting News ahead of his freshman year at Indiana University. In 2017, he declared for the NBA draft, where he was selected 23rd overall by the Toronto Raptors. In 2019, the Raptors won the NBA championship, making Anunoby the first British-born basketball player to ever earn the title. He was traded to the New York Knicks in 2024 and has had great success since with a career-high 18-point-per-game average last season, including reaching his career-high 40-point game versus Denver. The two high-performance Skechers Basketball shoes worn by Anunoby reflect his dynamic playing style—strong, versatile, and always in control. The SKX NEXUS™ is a low-top court shoe designed for speed, stability and support, offering exceptional comfort and responsiveness. Meanwhile, the SKX REIGN™ focuses on promoting elevation and intense traction, helping Anunoby stay quick and locked in on both ends of the court. Anunoby joins a Skechers roster that includes his Raptors championship teammate Norman Powell, European tour partner Terance Mann, as well as NBA players Julius Randle, Joel Embiid, Jabari Walker, and Josh Green, along with WNBA athletes Rickea Jackson, Jackie Young and Kiki Iriafen. Beyond basketball, Skechers also offers performance footwear for elite and casual athletes in running, soccer, golf, pickleball/padel and cricket. Skechers Basketball footwear is available at and select Skechers retail stores. Basketball fans can get behind-the-scenes access to Skechers Basketball product launches and more by following @skechersbasketball on Instagram and TikTok. About SKECHERS U.S.A., Inc. Skechers (NYSE:SKX), The Comfort Technology Company® based in Southern California, designs, develops and markets a diverse range of lifestyle and performance footwear, apparel and accessories for men, women and children. The Company's collections are available in 180 countries and territories through department and specialty stores, and direct to consumers through and more than 5,300 Skechers retail stores. A Fortune 500® company, Skechers manages its international business through a network of wholly-owned subsidiaries, joint venture partners, and distributors. For more information, please visit and follow us on Facebook, Instagram and TikTok. This announcement contains forward-looking statements that are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements may include, without limitation, Skechers' future domestic and international growth, financial results and operations including expected net sales and earnings, its development of new products, future demand for its products, its planned domestic and international expansion, opening of new stores and additional expenditures, and advertising and marketing initiatives. Forward-looking statements can be identified by the use of forward-looking language such as "believe," "anticipate," "expect," "estimate," "intend," "plan," "project," "will," "could," "may," "might," or any variations of such words with similar meanings. Any such statements are subject to risks and uncertainties that could cause actual results to differ materially from those projected in forward-looking statements. Factors that might cause or contribute to such differences include the disruption of business and operations due to the COVID-19 pandemic; delays or disruptions in our supply chain; international economic, political and market conditions including the effects of inflation, tariffs and foreign currency exchange rate fluctuations around the world, the challenging consumer retail markets in the United States, and the impact of wars, acts of war and other conflicts around the world; sustaining, managing and forecasting costs and proper inventory levels; losing any significant customers; decreased demand by industry retailers and cancellation of order commitments due to the lack of popularity of particular designs and/or categories of products; maintaining brand image and intense competition among sellers of footwear for consumers, especially in the highly competitive performance footwear market; anticipating, identifying, interpreting or forecasting changes in fashion trends, consumer demand for the products and the various market factors described above; sales levels during the spring, back-to-school and holiday selling seasons; and other factors referenced or incorporated by reference in Skechers' annual report on Form 10-K for the year ended December 31, 2024 and its quarterly reports on Form 10-Q in 2025. Taking these and other risk factors associated with the COVID-19 pandemic into consideration, the dynamic nature of these circumstances means that what is stated in this press release could change at any time, and as a result, actual results could differ materially from those contemplated by such forward-looking statements. The risks included here are not exhaustive. Skechers operates in a very competitive and rapidly changing environment. New risks emerge from time to time and we cannot predict all such risk factors, nor can we assess the impact of all such risk factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements. Given these risks and uncertainties, you should not place undue reliance on forward-looking statements as a prediction of actual results. Moreover, reported results should not be considered an indication of future performance. View source version on Contacts Media Contacts: Jennifer ClaySKECHERS U.S.A., Marvin HeinzSKECHERS U.S.A. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data