
PNC convinces US appeals court to overturn $218 mln USAA patent verdict
The U.S. Court of Appeals for the Federal Circuit said, opens new tab that the patents USAA had accused PNC of infringing were invalid.
The case is part of a series of patent lawsuits brought by USAA against other financial services providers over its technology. San Antonio-based USAA has settled similar disputes with banks including Wells Fargo and Truist and filed a related ongoing lawsuit against Regions Bank in January.
Spokespeople and an attorney for USAA did not immediately respond to a request for comment on the Thursday decision. A PNC spokesperson said the bank appreciates that the court "recognized that USAA's patents should never have been issued."
USAA said in its 2020 lawsuit against PNC that its "Deposit@Home" technology was developed to allow military members overseas to deposit checks remotely. It had convinced a Texas jury in 2022 that PNC's mobile deposit feature worked in the same way as its patented technology and owed $218 million for violating its rights.
PNC told the Federal Circuit that the 2022 verdict could not stand because the patents were invalid. A three-judge panel agreed with PNC on Thursday, finding that the patents covered "the abstract idea of depositing a check using a mobile device" using "only routine and well-known steps."
The case is United Services Automobile Association v. PNC Bank NA, U.S. Court of Appeals for the Federal Circuit, No. 23-1778.
For USAA: Willy Jay of Goodwin Procter
For PNC: Mark Fleming of Wilmer Cutler Pickering Hale & Dorr
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USAA wins $218 mln verdict from PNC in mobile-deposit tech trial

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Fashion United
an hour ago
- Fashion United
Changemakers in fashion (part two): Romain Narcy of Rematters, Ereks Blue Matters and the Denim Deal
There are countless sustainability initiatives, but who in the fashion industry is truly driving the transition, whether their efforts are visible to the general public or not? We interview changemakers, consultants, sustainable fashion experts and activists. What can we learn from their work? In this second instalment, FashionUnited spoke with Romain Narcy, a denim expert turned entrepreneur and sustainability advocate, with over two decades of industry experience. He is the co-founder and CEO of Rematters, a consultancy focused on circular supply chains and textile recycling. Narcy is also a partner and head of strategy and innovation at Ereks-Blue Matters and a key figure in the international Denim Deal initiative. 1. Can you introduce yourself and provide an overview of your professional background and expertise? I'm Romain Narcy, a Frenchman with a background in business administration. Internships and a civil service with Sodexo took me to Turkey in the late 1990s, where I met my future – now current – wife. In 2004, I joined Ereks Blue Matters, my father-in-law's denim production company, where I learned every aspect of garment production and helped grow the client base. Ereks does design to finished garments and exports mainly to the EU and the US, serving brands like Fabienne Chapot, Kings of Indigo, Ralph Lauren and Anine Bing. My focus shifted in 2009, when a client, Stéphane Popescu (then at Bonobo Jeans), asked me if I understood the environmental impact of jeans. I didn't. Once I became aware of the environmental impact, I couldn't continue business as usual. His question led Ereks down the path of more sustainable production, which we have been doing for over fifteen years. Around the same time, in 2012, I joined the Dutch Denim Alliance (the precursor to the Denim Deal). This was our first trial with post-consumer recycled cotton in the production of jeans. 'The COVID-19 pandemic felt like a signal from the planet: 'You're heading straight into the wall—why not change course?' With fashion producing 100 billion garments a year and projections reaching 250 billion by 2030, I decided not to return to production - not even the 'sustainable' kind. In 2023, I co-founded Rematters with Hakan Uçar, a chemical engineer working in textiles. Rematters is a consultancy and engineering company that helps build circular fashion and textile systems by linking ideas to the industry and scaling up innovation and solutions—because we believe scale is essential for impact.' 2. Can you tell us about your current projects, progress and key achievements so far? Currently, we are a team of five people working internationally in countries such as Switzerland, Benin, Ghana, Turkey and France. Rematters advises large fashion and home textile companies on circularity and supports them with data, research and the latest technologies. One of our partners, the US-based Colourizd, has developed a yarn dyeing technology that uses only one litre of water per kilo, compared to the usual one hundred and 50 litres for dyeing wool, and produces no wastewater. Precisely the changemakers we like to support as changemakers. Recent work also includes collecting primary data for lifecycle assessments for Sphera consulting, on behalf of Textile Exchange, on recycled cotton in Bangladesh, Turkey and Pakistan; projects on supply chain decarbonization and textile-based insulation materials. We are also very proud of the feasibility and business case studies we did for Tell-Tex Switzerland to help them finalise their investment in a post-consumer textile recycling hub with a twenty thousand-tonne per year capacity. Since 2020, I have been active in the Dutch Denim Deal, first as a signatory and later as a member of the steering committee. In 2024, together with Nicolas Prophte, I founded the Denim Deal International Foundation to scale the initiative globally. Our mission is to scale circularity in the global denim supply chain by building an inclusive ecosystem, by working with brands, manufacturers, recyclers and innovators from across the globe, not just the West. Today, the Denim Deal has almost 50 members from ten countries, including universities, NGOs, factories, brands and technology providers. What makes this initiative so impactful is that we don't just talk about collaboration, we do it. A key result: a clear rise in jeans made with at least 20 per cent post-consumer recycled cotton.' 3. What is the future of fashion? What opportunities and challenges lie ahead? Leaders in the fashion industry need to be aware that a wave of a wave of regulation is coming fast. Under the EU Green Deal, the textile industry is directly in the spotlight, with the Extended Producer Responsibility (EPR), the Ecodesign for Sustainable Products Regulation (ESPR), carbon taxes, etc. Some measures have been postponed, but they are on their way. Many companies still underestimate the impact this will have on their operations, their supply chains and ultimately their business models. In my opinion, fashion cannot grow and reduce emissions while continuing to produce more. Even with efforts to decarbonise the supply chain, around 70 percent of retail's emissions still come from production. The solution is not just greener factories, but rethinking the entire model. Growth needs to be redefined, with circular strategies such as resale, rental and product-as-a-service at its core. At Rematters, and also via the Denim Deal, we support companies in their transition to circularity. Through the pilots we offer, brands can start to understand what needs to change from a regulatory point of view, what circular design really means and how they can adapt production accordingly. [Denim]( is a great test material: it's iconic, complex and has a high impact. 4. Where does the fashion industry stand today? Is there meaningful change happening and are brands truly aware of what a circular future requires? Circularity will not happen in isolation; it requires active collaboration. Yet many brands are still focused on short-term EBITDA and quarterly results, with some even downsizing their sustainability teams. Fortunately, others, like our client Ralph Lauren, are truly enabling transformation with a long-term vision and support for decarbonisation. We are not at a tipping point yet. The urgency still needs to be stressed multiple times. But I see the glass as half full. We are aware of the problem, now we need to fight for solutions. 5. What concrete steps should fashion leaders take to accelerate meaningful change? First: rethink your business model. Circularity isn't just recycling – it's reduce, reuse , repair , regenerate . Without systemic change, we are just emptying a bathtub with a spoon while the tap is still running. Support innovation. Invest in incubators. Join initiatives like the Apparel Impact Institute or the Good Fashion Fund. Second: I reiterate what manufacturers shared on stage during the Innovation Forum Sustainable Apparel and Textiles Conference in Amsterdam (April 2025): 'The era of one-way supply chains – 'I place the order, you produce' – is over.' A manufacturer is not just someone who makes 5,000 pairs of trousers, for example – it's a community of people in Bangladesh, Pakistan, India, Turkey with deep expertise. With long-term visibility, they can invest in decarbonisation and innovation. Collaboration, co-creation and shared responsibility are the only way forward, especially in a time of global uncertainty. Reshoring of production is increasingly discussed, but that won't work with outdated systems. If we want to bring production back to Europe, we need to innovate in how we make clothes – cutting, sewing, finishing , everything. Disruption is the only way forward. Romain Narcy / Denim Deal archive photo Credits: Denim Deal archive 25 Various stakeholders of the Denim Deal 2.0 at Kingpins Amsterdam in April 2024. Credits: Denim Deal / Nicolas Prophte In the third part of this changemakers interview series, we speak with Saqib Sohail, Lead for Responsible Business Projects at Artistic Milliners, a vertically integrated denim manufacturer headquartered in Pakistan. If you have a recommendation for a strong candidate for this interview series, please do not hesitate to contact us at info@ Sources: - An interview with Romain Narcy, on May 7, 2025. - AI tools were used to transcribe the conversation and assist in simplifying and rephrasing quotes for clarity and readability.


STV News
4 hours ago
- STV News
Economic slowdown linked to global uncertainty amid Trump tariffs
A slowdown in growth in Scotland's economy is 'largely due to higher global uncertainty' – with experts saying this is linked 'particularly' to US President Donald Trump's trade tariffs. The Fraser of Allander Institute also highlighted a recent rise in inflation this year as having 'played a role' as the economy 'faltered'. Economics experts at the Strathclyde University-based think tank have now downgraded their forecasts for growth. Speaking as its latest quarterly economic commentary was published, institute director Professor Mairi Spowage said: 'After a strong start to the year, the Scottish economy has faltered in March and April and is essentially the same size in real terms as it was six months ago. 'Unfortunately, the wider business environment and global events are still taking a toll on businesses and consumers, which is having a dampening effect on spending and business investment.' The think tank now expects economic growth of 0.8% in 2025 and 1.0% in 2026 – which is a slight downgrade from its April forecasts of 0.9% and 1.1%. It noted Scottish real GDP grew 0.4% in the first quarter of 2025, compared to 0.7% in the UK as a whole. The think tank said: 'A pattern of lower growth in Scotland has persisted, leading to a weaker recovery from the pandemic than the UK generally.' Looking at the latest data, it found Scotland's economic growth had 'remained slow', with rises in the first months of 2025 having been 'partially offset' by decreases in March and April. The report said: 'The slowdown in growth this year is largely due to higher global uncertainty, particularly from the announcement of tariffs in the US and elsewhere. 'With the CPI (Consumer Prices Index) rate at 3.4% in May 2025 after staying below 3% throughout 2024, an uptick in inflation has also played a role.' The think tank said its latest forecasts 'reflect greater uncertainty and difficult economic circumstances'. It also noted that businesses had reported a slowdown of activity in the first quarter of 2025 compared to the same period last year. The report said this 'decline in activity may reflect the impact of increases to employer national insurance contributions as well as uncertain conditions, particularly from trade and tariff decisions taken by the US government'. It said the 'difficult conditions for business have been echoed in the labour market', with the think tank noting pay growth has been 'slow' and the number of employees has fallen 0.9% from last year. It also said there was 'some indication that the proportion of people living beyond their means in Scotland may have increased compared to this time last year' – but added other indicators of financial stability 'seem to be holding steady'. Get all the latest news from around the country Follow STV News Scan the QR code on your mobile device for all the latest news from around the country


The Herald Scotland
4 hours ago
- The Herald Scotland
Why Aberdeen's loss-making business model can give them edge on rivals
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But Cormack, who stated that he expected Swedish manager Jimmy Thelin to bring in around eight new recruits in total before the summer window closes on August 31, pointed out that is exactly the approach which Aberdeen have been taking for some time now. It is a strategy which has enabled them to turn a profit on their incomings and outgoings and to spend far more money on transfer fees and player wages than they would be able to if they relied on gate receipts, sponsorship money and television income alone because they are confident they will recoup their outlay and more further down the line. (Image: Craig Foy - SNS Group) They made in excess of £8m from the departures of Bojan Miovski (Giron), Duk (Leganes) and Connor Barron (Rangers) last season. The year before that they banked over £3m from Ylber Ramadani (Lecce) and Ross McCrorie (Bristol City) being offloaded. Three years ago, the sales of Calvin Ramsay (Liverpool) and Lewis Ferguson (Bologna) swelled their bank balance by over £7m. A couple of seasons before that, Scott McKenna (Nottingham Forest) and Sam Cosgrove (Birmingham City) exited for over £5m. 'We have got a squad planning and recruitment team in place now which I think will stand us in good stead,' said Cormack. 'Everyone is talking about these analytics and algorithms which everybody is using. But we have been using those for five or six years now. Miovski, Ramadani, a number of players, have come through that. We have tapped in to that.' The Aberdeen chairman expects winger Topi Keskinen, who featured prominently for Finland at the European Under-21 Championship finals in Slovakia this summer and scored goals in draws with the Netherlands and Denmark, to be the next recruit to bring in a sizeable return on their investment. 'There is a reason we have paid £1m for Topi,' he said. 'Listen, in the last five years we have managed to sell just over £20m worth of players. That is significant income for us. The trick is balancing that with being competitive. 'Our scouting needs to be excellent so we can unearth and get value from players. But people want to come to Aberdeen now because they know they will get an opportunity to move on to a bigger club.' Read more: Cormack has come in for fierce criticism from supporters and media commentators – including from this correspondent – during the six years that he has been chairman despite the huge sums of money which he has personally ploughed in to his boyhood heroes. Before Thelin was brought in last summer, he had a poor track record when it came to appointing managers. The team's results at home and abroad had often left a great deal to be desired because of his bad choices. But he is hopeful that Graeme Shinnie and his team mates can improve further despite having to deal with European group stage football once again next term – something which they struggled badly with when they got into the Conference League two years ago – and play against revitalised Hearts and Rangers teams. 'It's always good to have competition,' he said. 'It's never a worry, it's a challenge. This multi-club environment is an approach other clubs (Hearts, Hibernian and Rangers) are taking is new. But I think it is important we focus on what Aberdeen are doing. You will never get all of your recruitment right. The industry average is 50 per cent. We need to be at 70 to 80 per cent. 'Listen, if I fall under a bus tomorrow I don't want to leave the club in a poor financial position. It has to stand on its own two feet. But we're making a decision to lose £3m or £4m operationally a year as a club. What we have got today is a player trading environment which is allowing us to punch above our weight in terms of recruiting and player wages.'