Coin Press - Mexico after El Mencho falls

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Mexico after El Mencho falls




The first thing Mexico noticed was not the announcement, but the smoke. Within hours, major roads were choked by improvised barricades; vehicles burned where they stood; shops and depots were torched to force shutters down; travellers were stranded; families turned back mid-journey. In several states, classrooms emptied and businesses fell silent. The death of Nemesio Rubén Oseguera Cervantes — “El Mencho” — has not brought the catharsis that authorities once promised would follow the removal of a cartel chief. It has done what Mexico’s most violent criminal organisations have learnt to do with brutal efficiency: turn a single operational blow into a national stress test.

El Mencho, long regarded as the leader and symbolic centre of the Cártel de Jalisco Nueva Generación (CJNG), was mortally wounded during a military operation aimed at capturing him in Jalisco. Officials say he died shortly afterwards, as security forces attempted to move him to Mexico City. The reaction was immediate, coordinated, and deliberately theatrical: a wave of roadblocks and arson attacks that spread far beyond CJNG’s home ground, showing the cartel’s reach not by a map in a briefing room, but by paralysis on the asphalt.

The message in the flames
CJNG has, for years, relied on a tactic that is as simple as it is effective: seize vehicles, set them ablaze, and use the fire to close the country. These “narcoblockades” are not mere disorder. They are a form of coercion designed to make normal life hostage to a cartel’s fortunes.

The logic is political, not merely criminal. When highways are blocked, supply chains stall. When airports jitter, tourism bleeds. When schools close, fear becomes personal. A cartel’s grievance — an arrest, a raid, an incursion — is translated into public pressure on governors, mayors, and federal leaders. The state may win a gunfight; the cartel tries to win the narrative of who can make daily life impossible.

That is why El Mencho’s removal is such an inflection point. CJNG’s retaliation is not only revenge; it is insurance. It is the cartel’s attempt to raise the cost of “decapitation” so high that future operations are politically harder to sustain.

A victory that can destabilise
From a law-enforcement perspective, the elimination of a cartel leader is always a headline victory. El Mencho was among the most wanted fugitives on the continent for years, and CJNG has been accused by governments of trafficking synthetic drugs — including fentanyl — as well as running extortion, weapons flows, and other illicit markets.

Yet Mexico’s experience over two decades suggests that removing a leader can be a destabiliser rather than a solution. The problem is not that “kingpins” do not matter; it is that cartels are not conventional hierarchies. Many have evolved into adaptive networks — part command structure, part franchise system, part local protection racket — and their cohesion depends as much on money and fear as on charisma.

When a central figure disappears, three forces often collide at once:
- Internal succession pressure: lieutenants compete, alliances shift, and a cartel’s internal discipline can fracture.
- External opportunism: rivals test borders, local groups defect, and “independent” cells rush to fill any vacuum.
- State escalation: authorities, sensing weakness, surge forces — which can trigger further cartel violence to prove resilience.

CJNG’s rapid nationwide response is itself evidence of a network that still functions. But it also raises the core question that now haunts Mexico’s security planners: if CJNG can coordinate this level of disruption without El Mencho directing it, then what, precisely, has been removed?

CJNG was never only Jalisco
CJNG’s rise reshaped Mexico’s criminal geography. Unlike older cartels that were built around a single corridor or a small number of plazas, CJNG expanded through a blend of aggression and pragmatism: absorbing splinter groups, forging local arrangements, and projecting force where negotiations failed.

Its footprint matters because fragmentation rarely stays local. If CJNG’s structure begins to splinter, the violence may spread in unpredictable patterns — not only in traditional trafficking areas, but in places where the cartel’s income comes from extortion, cargo theft, fuel theft, migrant smuggling, and control of local markets. In those settings, the “business model” is territorial intimidation. A succession fight there is not an internecine argument; it is a competition to decide who has the right to tax, threaten, and punish communities.

What Mexico has witnessed in the days since El Mencho’s death is the cartel demonstrating national reach. What Mexico fears for the months ahead is the cartel losing cohesion in ways that make violence more chaotic and less controllable — because it is driven by smaller groups with less to lose and fewer restraints.

- The succession problem: unity, fractures, and the myth of the single heir

- The question “Who replaces him?” is compelling — and often misleading.

Modern cartels rarely hand leadership to a single successor in a clean transfer. They evolve through bargaining among powerful regional operators, financial managers, and armed chiefs. In some cases, a cartel stabilises under a new central figure; in others, it becomes a patchwork of competing factions that still use the cartel brand but no longer obey a unified chain of command.

CJNG’s immediate ability to mobilise suggests there are still functioning command-and-control mechanisms. But the longer-term outcome will depend on whether key commanders accept a shared order — and whether that order can hold under pressure from rivals and the state.

Two risks stand out:
Franchise violence: local cells compete over “tax” revenue and territory, leading to violence that looks less like cartel warfare and more like predation by armed gangs. Symbolic escalation: factions prove legitimacy by performing brutality — spectacular attacks, intimidation of officials, and public disruption — because fear becomes the currency of leadership. If this sounds abstract, it is because Mexico has lived it before. “Decapitation” can degrade an organisation’s ability to plan and negotiate. It can also multiply the number of armed actors on the street.

A new era of “cartel terrorism” policy
The geopolitical context is different now than it was during earlier cycles of kingpin takedowns. In the United States, CJNG has been treated increasingly through the lens of national security, not only criminal justice. Washington has expanded the use of terrorism-related designations and sanctions against international cartels and their facilitators, bringing tools that go beyond narcotics enforcement. That shift changes incentives on both sides of the border.

For Mexico’s government, cooperation can bring intelligence, technology, and pressure relief. It can also sharpen sovereignty anxieties and domestic politics, especially when foreign officials frame cartel violence as a threat that justifies more assertive action.

For CJNG and other cartels, terrorist designations raise the legal and financial risks of doing business — not only for traffickers, but for facilitators, money launderers, and front companies. The policy aim is to widen the net: make it harder to convert criminal profit into legitimate wealth, and riskier for anyone to help.

But that same shift may also harden cartel violence in the short term. When an organisation believes it is being targeted for “total elimination”, it may act like an actor with little left to bargain. In that environment, retaliation is not simply spite; it is deterrence.

The “iron river” and the cartel’s firepower problem
The violence that followed El Mencho’s death has revived another uncomfortable reality: Mexico’s cartels are armed at a level that ordinary policing cannot match. Mexican officials have repeatedly argued that a significant share of the weapons used by cartels originate outside Mexico, trafficked across the border through a steady, illicit flow.

The debate is not merely about blame; it is about capability. A state can dismantle leadership repeatedly, but if armed groups can replenish weapons and recruits at speed, the cycle continues. The immediate aftermath of El Mencho’s killing — attacks on security forces, rapid mobilisation across multiple states — underscores how deeply militarised organised crime has become.

The human cost: ordinary life as collateral
The rhetoric surrounding cartel leaders often turns them into characters — villains in a national drama. The reality is less cinematic and more grinding. When CJNG blocks highways, it is commuters and truck drivers who are trapped first. When arson attacks spread, it is shop workers and families who lose income. When violence spikes, it is hospitals that strain, local journalists that fall silent, and parents who calculate daily routes as if planning a border crossing.

In the immediate aftermath of El Mencho’s death, the government moved to clear roadblocks and restore basic mobility. But clearing barricades is not the same as restoring confidence. Mexico’s central challenge is not whether it can win a raid. It is whether it can prevent the next wave of coercion — and protect communities from being used as leverage.

World Cup pressure: the global spotlight arrives early
The timing could hardly be more politically charged. Mexico is preparing to host part of the 2026 FIFA World Cup, with international attention fixed on security and stability. The violence triggered by El Mencho’s death has brought that scrutiny forward.

Tourism hubs and major transport routes are not only economic engines; they are reputational terrain. When images of blocked roads and burning vehicles circulate internationally, the damage is measured in cancelled trips, nervous airlines, and raised insurance costs — even after calm returns. For CJNG, disruption in such places is strategically valuable: it translates cartel conflict into diplomatic and commercial pressure on the Mexican state.

The government now faces a dilemma: intensify operations to show strength, or calibrate to avoid provoking further nationwide reprisals — a calculation that cartels have exploited for years.

- What “turning everything upside down” really means

- El Mencho’s death is not the end of CJNG; it is a pivot point in Mexico’s security landscape. The upheaval comes from three overlapping realities.

- First, CJNG has already demonstrated that it can punish the state quickly and visibly. That capability does not vanish with one man.

- Second, succession is rarely orderly. Even if CJNG remains unified at the top, local dynamics may become more volatile as commanders reposition.

Third, the policy environment is hardening. Terrorism designations, expanded sanctions, and deeper cross-border coordination may increase the pressure on cartel finances — but also increase the cartel’s incentive to escalate intimidation to deter further strikes. Mexico’s “burning” is therefore not only literal. It is institutional: a confrontation between a state trying to assert monopoly over force, and criminal organisations that have learnt to turn governance gaps into revenue.

El Mencho is gone. The question now is whether the state can use this moment to weaken CJNG’s structure — its finances, protection networks, recruitment pipeline, and local coercion — or whether the country will enter another chapter in which decapitation produces not peace, but a more fragmented and unpredictable violence.



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Stargate project, Trump and the AI war...

In a dramatic return to the global political stage, former President Donald J. Trump, as the current 47th President of the United States of America, has unveiled his latest initiative, the so-called ‘Stargate Project,’ in a bid to cement the United States’ dominance in artificial intelligence and outpace China’s meteoric rise in the field. The newly announced programme, cloaked in patriotic rhetoric and ambitious targets, is already stirring intense debate over the future of technological competition between the world’s two largest economies.According to preliminary statements from Trump’s team, the Stargate Project will consolidate the efforts of leading American tech conglomerates, defence contractors, and research universities under a centralised framework. The former president, who has long championed American exceptionalism, claims this approach will provide the United States with a decisive advantage, enabling rapid breakthroughs in cutting-edge AI applications ranging from military strategy to commercial innovation.“America must remain the global leader in technology—no ifs, no buts,” Trump declared at a recent press conference. “China has been trying to surpass us in AI, but with this new project, we will make sure the future remains ours.”Details regarding funding and governance remain scarce, but early indications suggest the initiative will rely heavily on public-private partnerships, tax incentives for research and development, and collaboration with high-profile venture capital firms. Skeptics, however, warn that the endeavour could fan the flames of an increasingly militarised AI race, raising ethical concerns about surveillance, automation of warfare, and data privacy. Critics also question whether the initiative can deliver on its lofty promises, especially in the face of existing economic and geopolitical pressures.Yet for its supporters, the Stargate Project serves as a rallying cry for renewed American leadership and an antidote to worries over China’s technological ascendancy. Proponents argue that accelerating AI research is paramount if the United States wishes to preserve not just military supremacy, but also the economic and cultural influence that has typified its global role for decades.Whether this bold project will succeed—or if it will devolve into a symbolic gesture—remains to be seen. What is certain, however, is that the Stargate Project has already reignited debate about how best to safeguard America’s strategic future and maintain the balance of power in the fast-evolving arena of artificial intelligence.

Latin America’s age trap

Latin America has spent generations thinking of demography as a problem of abundance. Governments built schools for swelling classes, cities spread to absorb millions of new residents, and economists worried about whether jobs, housing and food production could keep pace with a rapidly expanding population. That assumption now belongs to the past. The region is entering an era in which there will be fewer children, a slower-growing workforce and many more older people, and the transition is unfolding far faster than most political systems are prepared to admit.The shift is already measurable. Fertility in Latin America has fallen to about 1.8 children per woman and has remained below the replacement level of 2.1 since 2015. The Caribbean is lower still, at roughly 1.5. In 2024, Latin America and the Caribbean had about 663 million inhabitants, nearly 26 million fewer than projections made at the beginning of the century had anticipated. The population is now expected to peak at about 730 million in 2053 before beginning a long decline.A peak in the middle of the century does not sound like an immediate emergency. That is precisely why the risk is easy to underestimate. Demographic crises rarely arrive as a single shock. They emerge through thousands of local changes: maternity wards with fewer patients, primary schools with empty desks, small towns losing young adults, companies unable to recruit skilled staff, pension systems collecting too little and families trying to care for elderly relatives with fewer hands available.Latin America does not yet have the lowest fertility in the world, and it is not yet the oldest region. Parts of East Asia have much lower birth rates, while Europe already has a substantially larger elderly population. The reason Latin America’s predicament could prove harsher is the sequence in which the change is occurring. The region is ageing before it has become broadly prosperous, before much of its workforce has entered formal employment and before durable welfare states have been built. Europe grew old after decades of industrialisation, capital accumulation and the expansion of tax-funded social protection. Several East Asian economies face extreme demographic contraction, but many entered it with high savings, advanced infrastructure, strong education systems and highly productive firms. Latin America is approaching the same pressure with weak productivity growth, deeply unequal access to public services, fragile fiscal positions and labour markets in which informality remains normal rather than exceptional.The speed of the transformation leaves little room for complacency. In 1950, about 41 per cent of the region’s population was under the age of 15. By 2024, that share had fallen to 22.5 per cent. In the same year, roughly 65 million people were aged 65 or older, representing 9.9 per cent of the population. By 2050, that group is projected to reach about 138 million and almost 19 per cent of the total. The median age, just 18 in 1950, reached 31 in 2024 and is expected to approach 40 by mid-century.This is not simply a story about people refusing to have children. Much of the fertility decline reflects social progress. Infant mortality has fallen, contraception has become more accessible, women have gained education and economic independence, and adolescent pregnancy has declined sharply. Families no longer need many births to ensure that several children survive to adulthood. Women are also more able to decide whether and when motherhood fits their lives.The trouble is that institutions have not adapted to the freedom and expectations of modern adulthood. In many cities, secure housing is expensive, formal jobs are scarce, commuting is exhausting and childcare is limited. Parenthood can carry a severe career penalty, especially for women, while domestic and caring responsibilities remain distributed unequally. Young adults often spend years moving between temporary work, informal employment and dependence on relatives before they feel able to form a household.Low fertility therefore reflects both choice and constraint. Some people do not want children. Others want fewer than previous generations. Many would like to become parents but postpone the decision because the economic and practical conditions never appear sufficiently stable. The postponement of first births explains part of the fall, but not all of it. Completed family size is also declining, meaning that later births are not fully compensating for those deferred in early adulthood.Chile offers one of the clearest warnings. Its fertility rate fell to about 1.03 children per woman in 2024, below Japan’s level and dramatically lower than it had been only a decade earlier. Uruguay now records far fewer births than deaths. Cuba is losing population through the combined effects of low fertility, ageing and large-scale emigration. Brazil and Mexico still have enormous populations, but their national size conceals shrinking school cohorts and ageing communities across many states and municipalities. Central America remains younger on average, yet fertility there is falling rapidly as well.The economic consequences will not be determined by headcounts alone. A smaller workforce can support a larger retired population if each worker becomes more productive, if more women enter well-paid employment, if healthy older people remain active and if technology raises output. Demographic decline is not an automatic sentence to recession. It becomes dangerous when productivity stagnates and institutions fail to mobilise the people who are already present.Latin America enters this test with a serious structural weakness. Nearly 47 per cent of employed people were working informally in the first half of 2025. Among young workers, the share was about 56 per cent. Informal work often means low and unstable earnings, limited training, weak legal protection and irregular or nonexistent pension contributions. It also narrows the tax base from which governments must finance health care, pensions and long-term support. For decades, a relatively large working-age population offered the region a demographic dividend. There were more potential workers in relation to children and older dependants, creating an opportunity for faster growth and higher savings. Yet a dividend is only an opportunity, not a guarantee. Much of it was consumed during years of modest investment, unequal education and poor productivity. The favourable age structure is now beginning to close before the region has completed the economic transformation it was supposed to finance.The labour force will continue to grow for some time at regional level, but more slowly and with an older profile. Young cohorts entering employment will become smaller. Employers will face recruitment problems in areas that require technical skills, health professionals, teachers and care workers. Rural districts and smaller cities may lose working-age residents even while major metropolitan areas remain crowded. National averages will therefore hide acute local decline.Ageing will also expose the weaknesses of pension systems designed around continuous formal employment. The basic arithmetic is unforgiving. More people will draw benefits for longer periods, while growth in the number of contributors will slow. Yet raising contribution rates, reducing benefits or delaying retirement is politically difficult in societies where many people already receive inadequate support and where physically demanding work makes longer careers unrealistic.Pension coverage has expanded, including through non-contributory schemes, but adequacy remains a major problem. Around 43 per cent of older people receive pension income that is insufficient to meet minimum consumption needs. Roughly a quarter of people aged 65 and over were still participating in the labour market in 2024. For some, work in later life is a welcome source of purpose and income. For many others, it is not active ageing but economic necessity.Health systems face a related challenge. Longer lives are a major achievement, but longevity does not automatically mean more years in good health. Diabetes, cardiovascular disease, cancer, dementia and disability will demand sustained treatment, rehabilitation and assistance with daily life. Systems that remain divided between public programmes, employment-based insurance and private provision often deliver fragmented care precisely when older patients need continuity.The most immediate strain may appear not in hospitals or treasury accounts but inside homes. Long-term care remains limited or absent in much of the region, so families provide most assistance to elderly and disabled relatives. Women perform a disproportionate share of this work, often reducing paid hours or leaving employment altogether. That response becomes less viable as families become smaller, adult children migrate and more women participate in the labour market.The region’s need for professional long-term care workers could nearly triple by 2050. Without planning, the result will be a severe shortage of trained staff, a larger burden on unpaid carers and widening inequality between households that can purchase private support and those that cannot. A demographic model built on the assumption that daughters and daughters-in-law will provide unlimited free care is already breaking down.Migration complicates the picture. Latin America is simultaneously a region of emigration, immigration and large movements within its own borders. The departure of young adults can accelerate ageing in countries and communities of origin, leaving older relatives behind and draining scarce professional skills. Remittances may protect household incomes, but money sent from abroad cannot provide daily physical care.For receiving countries, migration can slow workforce decline and bring younger taxpayers into the system. It is not, however, a demographic switch that governments can simply turn on. Migrants need legal status, housing, language support where relevant, recognition of qualifications and access to formal employment. Poor integration can reproduce the same informality that already weakens public finances. Migration can redistribute population across the region, but it cannot reverse low fertility everywhere at once.Political incentives may make preparation harder. Older voters will form a growing share of electorates and will understandably defend pensions, health services and financial security. Younger households will demand affordable housing, education, childcare and better employment. Governments with limited revenue may present these needs as a competition between generations. That would be a costly mistake. Families span generations, and underinvestment in children today produces less productive workers and weaker pension finances tomorrow. The decline in the number of children also creates an opportunity. Smaller cohorts make it possible to spend more effectively on each child, improve early development, repair weak schools and expand technical education. A country with fewer young people cannot afford to waste their potential through poor teaching, malnutrition, violence or exclusion from employment. Human capital must replace population growth as the main engine of expansion.Policy should begin by abandoning the illusion that a cash payment for each birth can restore the family patterns of the twentieth century. One-off bonuses may change the timing of some births, but they do not resolve insecure work, expensive housing, inadequate childcare or the unequal division of care. Coercive or moralising pronatalism is even more dangerous. It treats women’s autonomy as the problem while ignoring the economic conditions that make desired parenthood difficult.A more credible family policy would make having children compatible with a modern life. That means reliable childcare, paid leave for both mothers and fathers, protection against workplace discrimination, predictable hours, affordable housing and reproductive health services. It also means reducing the burden of care that falls on women. Supporting families is not the same as demanding larger families. The objective should be to close the gap between the number of children people want and the number they believe they can responsibly raise.The second priority is productivity and formalisation. Governments need tax and social insurance systems that make formal employment easier for small firms and portable for workers who change jobs. Better technical education, digital infrastructure, access to finance and competition can help productive businesses expand. Higher female employment would soften workforce decline, but only if jobs provide sufficient pay and if childcare and eldercare are available.Pension reform must combine financial sustainability with social legitimacy. A universal floor can protect older people from poverty, while contributory benefits should reward formal work without excluding those whose careers were interrupted by unemployment, care or informality. Retirement ages may need gradual adjustment as healthy life expectancy rises, but rules should recognise differences in health, occupation and lifetime income. A construction worker and an office professional cannot be treated as though ageing affects them in the same way.Health policy must move towards prevention, primary care and the management of chronic disease long before old age. Long-term care should be treated as essential social infrastructure rather than a private family matter. Training carers, setting quality standards, supporting home and community services and giving respite to family members would create employment while allowing more women to remain in paid work.Older workers will also need a different labour market. Lifelong learning, flexible hours, anti-discrimination rules and adapted workplaces can help people remain productive voluntarily. The purpose is not to compel everyone to work indefinitely. It is to remove barriers that force capable people out while protecting those whose health or occupations make continued employment unreasonable.Latin America still has time, but not much. The region remains younger than Europe, and its total labour force has not yet begun a broad decline. That creates a final window in which reforms can be introduced before fiscal pressure intensifies. Waiting until the 2040s would mean attempting to build care systems, repair pensions and raise productivity after the ratio of workers to older dependants has already deteriorated sharply. The demographic crisis could become the worst of all not because Latin America will necessarily have the fewest babies or the oldest citizens, but because it risks combining rapid ageing with unfinished development. The decisive variable is no longer fertility alone. It is institutional readiness.A smaller and older population need not be poorer, lonelier or less dynamic. It can be healthier, more productive and better educated. Reaching that outcome requires governments to treat demography as a central economic issue rather than a distant social trend. Latin America does not need to force people to have children. It needs to make ordinary adulthood viable, parenthood compatible with aspiration and old age secure. Demography is not destiny, but prolonged political delay can make it feel like one.