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Manuela Steiner, 22, Schulhausstrasse, Kyiv (2026)

10/03/2026

Stellantis taps Toyota, Bosch suppliers for hybrid technologies for new Jeeps

Jeep maker Stellantis is leaning on technologies from automotive suppliers for its newest hybrid SUVs as the market for more fuel-efficient vehicles is expected to continue growing, CNBC has learned.

The trans-Atlantic automaker’s first-ever Jeep hybrid SUV for North America, its recently launched Cherokee, features a system from a Toyota-backed company called Blue Nexus, while its upcoming extended-range electric vehicles, or EREVs, are utilizing major technologies from Bosch, the world’s largest automotive supplier.

It’s not uncommon for automakers to use components from suppliers, but it’s less common for key systems or technologies, especially ones pioneered by a competitor like Toyota.

But Stellantis’ push is a prime example of broader market shifts away from all-electric vehicles and a way carmakers can more quickly get hybrid vehicles — which have been increasingly in demand even before oil prices spiked — to market, potentially at a lower capital cost. Many automakers have already lost billions of dollars due to massive spending on EVs, including developing and producing many of the technologies themselves.

The Jeep Cherokee, which is using Blue Nexus’ two-motor electric continuously variable hybrid transmission, and the upcoming Jeep Grand Wagoneer EREV are major launches for the automaker this year, especially as it attempts to regain market share in the U.S. Stellantis also plans to use the EREV system on its Ram pickup trucks.

“Electrification trends are pretty flat. Hybrid trends are absolutely growing,” Richard Cox, Jeep senior vice president of brand operations, told CNBC during a recent media event for the 2026 Cherokee. “So I think it was a big move in the right direction.”

Officials with Stellantis and the auto suppliers declined to comment on the tie-ups, but sources with each of the companies who weren’t permitted to speak publicly about the partnerships confirmed the details to CNBC.

Both hybrid systems operate differently. The Cherokee is more of a traditional hybrid vehicle, much like many of Toyota’s models, including the Prius.

The upcoming EREVs, meanwhile, drive like all-electric vehicles until an engine kicks in and works as a generator to power the vehicle’s electric motors when the vehicle’s battery is depleted. The engine powers the electric motors rather than the vehicle itself.

Both hybrid systems use Stellantis engines and have been integrated to meet the company’s own standards and driving dynamics, according to two sources with the automaker.

Both systems are also expected to significantly improve the fuel economy of the vehicles, including the Cherokee, that at 37 mpg combined is the most fuel-efficient, non-plug-in Jeep ever produced for the U.S.

“Consumers have been accepting of [full-hybrid electric vehicle] technology due to improvements in fuel economy, [a] wide portfolio of vehicles to choose from, and as they do not require lifestyle changes to benefit from the system,” said Eric Anderson, S&P Global Mobility associate director of Americas light vehicle powertrain forecasting.

From EVs to hybrids

Stellantis and other automakers invested billions of dollars in recent years to develop all-electric vehicles to meet federal regulations and unsubstantiated consumer demand, but most have pulled back on those investments and are eyeing hybrids to increase the fuel economy of vehicles and meet customers’ expectations.

Stellantis last month disclosed $26 billion in charges related to its EV plans, while its crosstown Detroit rivals also have announced write-downs. Ford Motor said it would record $19.5 billion in special charges as it pulls back on EV plans, while General Motors said its write-down would be $7.6 billion due to its EV changes.

Peter Tadros, president of Bosch’s North America power solutions, said the auto supplier has received an influx of inquiries into its hybrid systems as automakers look to pivot away from EVs and get to market quickly, with a reliable system and partner.

“There’s definitely a very big interest in these systems,” he told CNBC. “What’s been very apparent over the last few years is hybrid sales have increased regardless of what’s in the regulations, regardless of the political leaning. It’s been a consistent increase in the market.”

Led by Toyota, sales of hybrids in the U.S. have increased from 7.3% of the market in 2023 to 12.6% last year, according to S&P Global Mobility. That compares with sales of all-electric vehicles during that time rising from 7.5% to 8%.

S&P Global Mobility expects hybrid electric vehicles to account for 18.4% of U.S. sales this year, while all-electric vehicles are forecast to be 7.1%.

Tadros declined to comment on any relationship with Stellantis, citing company policies, but said it’s common for Bosch to work closely and partner with automakers to launch new vehicles and products.

“There is no one silver bullet, and everybody’s coming at it from a different direction,” he said. “It depends on each [automaker], where their strength, where their capital equipment, is and how they best utilize it, and this is their starting point.”

Bosch offers what the industry refers to as “off the shelf” components, which the company then integrates with each automaker’s particular use case. Other than EREV, Bosch also offers components for more traditional hybrids as well as plug-in hybrid electric vehicles that operate similar to EREVs but drive more like traditional gas-powered vehicles rather than EVs.

Toyota tech

Stellantis, more than some other automakers, has a history of teaming up with others in the industry to reduce research and development costs and capital. It has a long-standing partnership with German auto supplier ZF for transmissions and axle systems.

“They’ve often relied on supplier partners for things like that,” said Sam Abuelsamid, vice president of market research at communications and advisory firm Telemetry. “The benefit is, you can take something that has perhaps already been invested in, developed by a supplier. Take something off the shelf, you potentially bring it to market more quickly.”

Abuelsamid said downsides include the parts potentially not integrating perfectly with vehicle systems and a company not having control over the supply chain of key components.

In the 2000s, as the Toyota Prius was gaining traction in the U.S., the Japanese automaker cut deals with Ford and Nissan Motor to license or use certain hybrid technologies for their vehicles. But those deals and the vehicles that were produced from them, such as Ford Escape and Nissan Altima hybrids, did not last long.

Blue Nexus is a joint venture established in 2019 between Japanese automotive suppliers Denso and Aisin, which are both part of Toyota Motor’s parent group. It sells electrified components such as electronic axles, or e-axles, and hybrid systems such as the Toyota Hybrid System II, which includes the two-motor electric continuously variable hybrid transmission the Jeep Cherokee is using.

A representative from Blue Nexus could not be reached for comment. Toyota, Denso and Aisin declined to comment or did not respond for requests to comment.

06/03/2026

Historic winter storms weigh on Gap, Old Navy performance after 800 temporary store closures

Historic winter storms and subsequent store closures weighed on Gap’s performance during its holiday quarter and contributed to worse-than-expected results at its portfolio of brands, the retailer said Thursday.

Cold weather, snow and ice throughout much of the U.S. in January led to about 800 temporary store closures at the storms’ peak, contributing to a miss on comparable sales for Old Navy and mixed companywide results, the retailer said.

“Old Navy and all the brands were actually trending better heading into that weather disruption,” said finance chief Katrina O’Connell. “The good news is the trends recovered immediately after those storms passed.”

Across the business, which includes Old Navy, Banana Republic, Athleta and Gap’s namesake banner, the retailer reported mixed fiscal fourth quarter results – missing expectations on the bottom line and meeting consensus on revenue.

Here’s how the retailer did compared with what Wall Street was anticipating, based on a survey of analysts by LSEG:

Earnings per share: 45 cents vs. 46 cents expected
Revenue: $4.24 billion vs. $4.24 billion expected
Gap’s stock fell as much as 9% in extended trading Thursday.

The company’s reported net income for the three-month period that ended Jan. 31 was $171 million, or 45 cents per share, compared with $206 million, or 54 cents per share, a year earlier. During the quarter, Gap’s gross margin was weighed down by tariffs and fell to 38.1%, slightly worse than analysts expected, according to StreetAccount.

Sales rose to $4.24 billion, up about 2% compared to $4.15 billion a year earlier.

Gap’s guidance was largely in line with expectations, but failed to exceed consensus. For the current quarter, it’s expecting revenue to rise between 1% and 2%, compared to expectations of 2%, according to LSEG.

For the full year, the company is expecting sales to grow between 2% and 3%, in line with expectations of 2.5% growth, according to LSEG. Given a $313 million positive legal settlement Gap saw during the current quarter, it issued an adjusted full-year earnings per share outlook. The company said its expecting adjusted earnings per share to be between $2.20 and $2.35, compared to expectations of $2.32, according to LSEG.

Gap did not factor recent changes to tariffs into its outlook because the company believes it’s “premature to plan for a change” as the situation continues to evolve, said O’Connell. Given how much of a hit Gap took from President Donald Trump’s global tariffs, which were struck down by the U.S. Supreme Court last month, Gap could issue stronger guidance in the coming quarter because the newly enacted 15% tariff is slightly below the previous rates for many countries.

“If the [current] Section 122 tariffs were to stay in place for the year or expire in July, it should lead to a more favorable outcome versus the outlook we provided today,” said O’Connell. “If 15% were the rate that would stay in place for the balance of the year, that rate is slightly below the current IEEPA rates that are contemplated in our plans, so that could give us a modest benefit to operating income if that scenario were to play out.”

Gap’s choppy results come just over two years into CEO Richard Dickson’s turnaround plan and analysts begin to expect more from the apparel giant. Now that the company has improved profitability, returned to growth and amassed a staggering $3 billion cash pile, Dickson said he’s ready to turn to the next phase of the plan, which is about “building momentum.”

“Our primary focus is going to be on growing our core apparel business, and we’re going to do this through continuous improvement,” said Dickson. “This has all been driven by disciplined ex*****on, which we need to continue to do with better product, better marketing and better storytelling and that’s not easy, but we’re proving that that muscle is getting stronger and stronger now.”

In the meantime, Gap is also turning its sights on growth opportunities for the company, including its expansion into beauty and accessories and its fashion and entertainment platform through the recent appointment of a chief entertainment officer. He said the ventures will begin to really scale next year.

Here’s a closer look at how each brand performed:

Old Navy

Gap’s largest and most important brand saw sales rise 3% to $2.3 billion, with comparable sales also up 3%, well below analyst consensus of 4.3%, according to StreetAccount. Despite the miss, Gap said Old Navy’s “price value equation is resonating with consumers” and it’s continuing to win over shoppers across a wide range of income levels.

Gap

The brightest spot of Gap’s quarter came from its namesake banner, which saw sales rise 8% to $1.1 billion with comparable sales up 7%, far ahead of expectations of 4.6%, according to StreetAccount. Under Dickson, the brand has worked to regain its cultural relevance and is winning over a wide range of generations, including younger, Gen Z shoppers.

Banana Republic

The safari-chic workwear brand posted its third straight quarter of positive comparable sales, which were up 4%, beating expectations of 2.5%. Sales rose 1% to $549 million, reflecting progress in both marketing and product assortment. “Men’s just continues to build momentum. Key items like the traveler pant, our cashmere program, really fantastic outerwear that’s been driving the performance, particularly in the quarter,” said Dickson. “Women’s performance is becoming much more consistent. We’ve had strength in denim skirts and sweaters and as we enter 2026, Banana is really starting to find its momentum.”

Athleta

The athleisure brand saw another quarter of sagging sales, with revenue down 11% to $354 million and comparable sales down 10%. In some ways, the drop reflects an overall sluggish athletic apparel market, but the company has also had a number of strategic missteps, including targeting the wrong customer and offering products that failed to land. Under the brand’s new CEO, Dickson said Athleta has been working on revamping the assortment, bringing back customer favorites and dialing up innovation.

04/03/2026

The average 401(k) balance grew 11% in 2025

Anyone watching the stock market’s response to world events this week may be feeling a little uncertain about their investments.

But if last year taught investors anything, it’s that volatility and dramatic drops in stocks from one day to the next are not reliable indicators of annual portfolio performance.

Despite extreme market volatility last year – especially in the spring of 2025 – the average 401(k) balance rose by 11% to $146,100, according to new data from Fidelity Investments, which analyzed nearly 25 million accounts.

It marks the third consecutive year that the average corporate workplace retirement account booked a double-digit percentage gain. That’s thanks not only to overall market performance but consistent savings habits by 401(k) participants, Fidelity noted.

The S&P 500, for instance, ended last year up 16.39% while the Nasdaq rose more than 20%. The S&P Aggregate Bond Index was up 2.91%.

Meanwhile, the average savings rate by participants was 14.2%, which was about the same as the prior year. That includes the average employee contribution rate (9.5% of their gross income) plus the average employer match (4.7%).

What the numbers tell us

Of course, the average balance of $146,000 across all age groups saving for retirement isn’t that high.

But it is considerably above the median balance of $34,400. The median, of course, is the midpoint below which half of all account balances are lower. This particular stat is across all 401(k) participants, regardless of age and time spent saving, among other factors.

The results are better if you look at accounts where participants have been saving for at least 15 years. Their median balance was $377,700.

On the highest end of the balance spectrum, 665,000 accounts ended last year with balances of $1 million or more, up from 537,000 in 2024. Per Fidelity, among the $1 million-plus accounts, participants had been saving an average of 25 years.

A read on Gen X

That may be one reason why the majority of the million-dollar-plus accounts (60.3%) belong to Gen Xers – who were born between 1965 and 1980 and are next in line to retire. (Millennials’ accounts, by contrast, make up 4.1% of the million-dollar-plus club.)

How Gen Xers as a whole are doing, however, is a mixed bag. On the one hand, they saved an average of 15.4% of their gross income last year. That includes a tenth of the cohort who were making catch-up contributions, Fidelity said. (Anyone 50 or older last year was allowed to save an additional $7,500 on top of the $23,500 federal contribution limit – while those between the ages of 60 and 63 were given a higher catch-up limit of $11,250.)

But such catch-up contributions may be needed for far more Gen Xers, since their median 401(k) account balance was just $67,100. While some Gen Xers may still have a defined benefit pension coming to them, most won’t. They entered the workforce just as employers were starting to switch away from company pensions in favor of self-directed 401(k)s.

How women are faring

In honor of Women’s History Month, Fidelity broke out some data pertaining to women participating in 401(k) plans.

Their average 401(k) balance – $119,500 – was up 22% over the past five years – better than the 20% increase across all participant accounts during the same period. But their median 401(k) balance last year was just $29,400.

The good news is that many are saving more than before, with nearly 40% of women upping their savings rate last year – including 47% of Gen Z women.

And the average balance among women who have been saving for at least 15 years was $508,700, up from $453,500 in 2024.

02/03/2026

Netflix shockingly bows out, leaving Paramount as the apparent Warner Bros. winner

Paramount emerged as the victor in the months-long battle for Warner Bros. Discovery after Netflix backed out of the bidding war Thursday, leaving Paramount poised to acquire Warner’s vast media empire, including CNN.

Netflix said it has “declined to raise its offer for Warner Bros.” after the Warner Bros. Discovery board determined that Paramount has submitted a “superior” offer for the media giant.

“The deal is no longer financially attractive, so we are declining to match the Paramount Skydance bid,” the streamer said, suddenly ending the corporate tug-of-war.

With that announcement, Paramount suddenly moved much closer to taking over CNN, HBO, and the rest of the assets owned by Warner Bros. Discovery, or WBD for short.

The regulatory review process will still take several months at a minimum. But barring any further surprises, Paramount CEO David Ellison will assemble a sprawling entertainment and news empire with dozens of TV channels, multiple movie studios and two leading newsrooms.

WBD CEO David Zaslav wished Netflix well and extended a friendly hand toward Paramount in a statement Thursday evening.

“Once our Board votes to adopt the Paramount merger agreement, it will create tremendous value for our shareholders,” Zaslav said, alluding to the fact that WBD’s stock price more than doubled during the months-long bidding war. Paramount most recently offered $31 per share.

“We are excited about the potential of a combined Paramount Skydance and Warner Bros. Discovery,” Zaslav added, “and can’t wait to get started working together telling the stories that move the world.”

Netflix’s withdrawal — which has the effect of implying that Paramount is overpaying for WBD — caused the company’s shares to surge 9% on the news after hours, showing that some investors were relieved by the decision.

The boost to the previous bidder’s stock persisted into Friday, with shares up more than 7% in pre-market trading.

The Trump factor

The change in fortunes came on the same day that Netflix co-CEO Ted Sarandos held meetings at the White House.

Sarandos was seen exiting the White House complex with a glum look on his face.

Democratic Sen. Elizabeth Warren, a staunch critic of both the Netflix and Paramount bids, immediately questioned whether the Sarandos discussions with Trump administration officials had something to do with Thursday’s sudden change.

“What did Trump officials tell the Netflix CEO today at the White House?” Warren asked in a post on X, saying it “looks like crony capitalism with the President corrupting the merger process in favor of the billionaire Ellison family.”

President Trump had previously indicated that he favored Paramount over Netflix, though he also sent mixed messages about the mega-merger.

Last weekend, Trump publicly told Netflix to remove board member Susan Rice, a former Obama advisor, or “pay the consequences” — renewing the prospect that he would put his thumb on the corporate scale.

Additionally, Trump said last December that it was “imperative that CNN be sold,” and the deal with Netflix did not entail CNN being sold; instead, it would have been spun off into a new entity with WBD’s other cable assets.

However, that corporate breakup plan may no longer be relevant. Paramount has repeatedly said that it was seeking to acquire all of WBD, including the cable assets, even though it cast doubt on the actual value of those assets.

A ‘superior’ offer

Netflix’s decision came barely an hour after the WBD board deemed Paramount’s latest takeover offer “superior” to the existing deal for Netflix to buy Warner Bros and HBO.

Suddenly, for the first time, WBD was calling Paramount the frontrunner in a competition that Ellison started last summer by going to Zaslav with an unsolicited bid for the much bigger media company.

WBD repeatedly rebuffed Paramount’s bids and raised doubts about Paramount’s financial wherewithal. When the WBD board signed a deal with Netflix instead, Paramount launched a hostile takeover bid.

Last week, Netflix granted WBD a seven-day waiver to hold talks with Paramount while calling Paramount’s push an “ongoing distraction” for the entertainment industry.

The goal, from WBD’s perspective, was to find out Paramount’s “best and final” offer, since Paramount had previously indicated that it would go higher than its $30-per-share proposal.

Indeed, Paramount did. Ellison’s newest bid, announced Tuesday, values all of WBD, including CNN, at $31 per share.

Paramount attached several deal sweeteners that appealed to the WBD board, including a $7 billion “regulatory termination fee.” The company accepted all the key terms that WBD wanted.

When WBD released quarterly earnings on Thursday morning, Zaslav said the bidding war had “led to eight price increases” and “thus far achieved a 63% increase in value versus the first offer received in September, delivering significant value for WBD shareholders throughout the process.”

“Our focus has and always will be maximizing value and certainty while mitigating downside risks,” Zaslav said, “and the board will evaluate any proposal against that standard, with the objective of delivering the best deal for our shareholders.”

Sarandos visited Trump White House

Sarandos visited the White House for meetings — though notably not with the president — just before WBD announced that Paramount’s bid was “superior.”

Industry analysts had said they expected Trump’s Justice Department to sue to block the deal, potentially leading to a protracted period of litigation. But Sarandos had exuded confidence about Netflix’s ability to get the deal done.

A Wednesday report by Politico about the upcoming Sarandos visit spurred speculation about whether the Netflix chief would have face time with the president. That apparently led the White House to clarify Thursday that Sarandos was not meeting directly with Trump.

“Netflix is meeting with staff members at the White House,” a White House official told CNN.

That lined up with an account from a Netflix spokesperson, who said the company’s leadership did not request a meeting with Trump in the first place.

The Netflix spokesperson also said the visit with staff members was set up two and a half weeks ago. The timing point is noteworthy because the tug-of-war over Warner had escalated in recent days, with Trump’s criticism of Susan Rice, for instance.

Sarandos has been at the White House repeatedly in recent months, though not always to meet with the president.

On a parallel track, David Ellison has made a number of moves to forge a close relationship with Trump. The two men had a private meeting at the White House earlier this month, as CNN previously reported.

Soon after the Ellison meeting, Trump told an interviewer that “I haven’t been involved” in the battle over WBD, despite previously saying of the Netflix deal, “I’ll be involved in that decision, too.”

26/02/2026

A 'normal guy' doing 'brilliant' things - Lammens on life at Man Utd

Just a normal guy - a role model to show anyone what can be achieved.

By that personal assessment, Manchester United goalkeeper Senne Lammens proves he is not your usual Premier League star.

The Belgium international accepts he tries to avoid "box-office stuff" on the pitch.

Off it, the low-key 23-year-old is the same.

The easy way he speaks to pupils at a local primary school in a question-and-answer session, and plays with them in the playground, offer a fascinating insight into the character of a man who less than 48 hours earlier was memorably described as being "bloody brilliant" by David Moyes for his performance in a 1-0 win at Everton.

"I try to show the world I'm just a normal guy, show these children that everyone can make it," Lammens says at the World Book Day event on behalf of United's foundation.

"There are people who have a mindset and lifestyle that's a little different to me. There's nothing wrong with that. But also, it probably makes the children feel it is more difficult to get there.

"It's one of my best feelings when you get into those classes and see the children cheering for you with open eyes and they don't believe it. It's not that long ago I was there. I can still remember those times.

"I don't only want to be looked at as a football player, but also just a normal person with his own beliefs. I hope that doesn't change."

Moyes' assessment came partly due to an eye-catching save Lammens made to deny a long-range effort from Michael Keane that was heading for the top corner at Hill Dickinson Stadium.

But mainly it was for the unfussy way the £18.1m summer signing from Royal Antwerp dealt with a succession of corners fired into his six-yard box.

The trust that exists between Lammens and his defenders is clear - and there is growing faith from United's supporters too.

"The first thing you have to do as a goalkeeper is make saves," says Lammens. "But I take a lot of pride in doing the other things well.

"Maybe it's not always the box-office stuff but if you know a little bit about goalkeeping, that's as important for your team-mates to trust you and help out the team."

Former United keeper Edwin van der Sar offered a positive assessment of Lammens' abilities on Sky Sports on Monday.

Current Belgium number one Thibaut Courtois has also spoken highly of his compatriot.

But, when asked for his own role model, Lammens looks to Germany.

"My biggest idol was probably Manuel Neuer," he said.

"I take pride in being an all-round goalkeeper. That's why I was such a big fan of his. He didn't really have something that was clearly not the best thing in his game."

United's goalkeeping scout Tony Coton pushed for Lammens' signing - against the wishes of Ruben Amorim, who had wanted to bring in World Cup winner Emi Martinez from Aston Villa.

It was a huge call. So far, it has been justified.

Veteran Tom Heaton, United's third-choice goalkeeper, has been a big help, offering Lammens useful advice about not trying to chase the game.

Moyes marvelled at the way United's new number one dealt with Everton's bombardment of corners, which drew criticism from some - but Lammens accepts as part of the game.

"I was always told England was the best league, but that physicality is the biggest difference," he said. "It's always been a strength of mine, even in Belgium.

"Now there are more bodies in front of you. You have to be big and not be pushed around easily. My physical features are positive for those situations. In training, you have to visualise these things and all the bodies you are trying to navigate.

"It can't get to the point where it is too much, but I enjoy it, getting out of my comfort zone."

Away from Carrington, Lammens prefers to switch off from the high-pressure environment of top-flight football. He is more likely to be found watching basketball than Premier League games on TV.

But the Belgian's status at United is now established. Altay Bayindir will not be replacing him any time soon and the idea Andre Onana might come back from his loan spell in Turkey to reclaim the number-one role is fanciful.

However, perhaps predictably, Lammens is not getting ahead of himself.

"I said a couple weeks ago I couldn't imagine it going any better, but I don't want to look to the past too much," he says.

"I mean, it's great but I still have to prove myself every week. I'm not satisfied by it. I am happy it went well but it's not the end."

The numbers behind Lammens' season - analysis
ByChris Adams
BBC Sport
Lammens was not supposed to be Manchester United's number-one goalkeeper this soon. It is easily forgotten Bayindir started the first six Premier League games of the season.

Just 10 days after Lammens signed from Royal Antwerp, Onana - first-choice for the previous two campaigns - was loaned to Trabzonspor after a calamitous error in United's shock EFL Cup defeat by Grimsby Town.

Three defeats in six with Bayindir between the sticks led Amorim to give the Belgian a chance against Sunderland and he has not looked back.

Monday night's commanding performance at Everton was Lammens' 21st consecutive league start under three head coaches.

Surprisingly, Lammens ranks below Onana in terms of his clean sheet rate, save percentage and number of saves per game. Yet you would be hard-pushed to find a United fan who would swap the two.

ne metric where he does stand out is in his goals prevented rate, which Opta say evaluates "a goalkeeper's shot-stopping efficiency by comparing the quality of shots they faced to the number of goals they actually conceded".

It may not be one for the purists, but data experts say goals prevented rate is a better way of measuring a keeper's individual performance than say, clean sheets, which are more of a collective defensive effort.

In the top flight this season, only Brighton's Bart Verbruggen and Everton's Jordan Pickford rank higher for goals prevented, while only Aston Villa's Martinez - who United enquired about last summer - has a better goals prevented rate.

Lammens only made his senior debut for Belgium two months after signing for United.

If he continues his good form it will be a debut season to remember for the 23-year-old, who displayed "real steel" in the 1-0 victory at Hill Dickinson Stadium, according to boss Michael Carrick.

Manuela Steiner

10/03/2026

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