How Is Waters Corporation's Stock Performance Compared to Other Healthcare Stocks?
Companies valued at more than $10 billion are generally considered 'large-cap' stocks, and Waters Corporation fits this criterion perfectly. Its innovative products support pharmaceutical, life science, industrial, and governmental customers across Asia, the Americas, and Europe in research, development, and quality assurance applications.
OpenAI CEO Sam Altman Says 'We Are Heading Towards a World Where AI Will Just Have Unbelievable Context on Your Life'
Archer Aviation Is Betting Big on Its Fledgling Defense Business. Does That Make ACHR Stock a Buy Here?
Unusual Call Options Activity in Marvell Technology Highlights the Value of MRVL Stock
Get exclusive insights with the FREE Barchart Brief newsletter. Subscribe now for quick, incisive midday market analysis you won't find anywhere else.
Shares of the Milford, Massachusetts-based company have fallen 19.9% from its 52-week high of $423.56. Over the past three months, shares of WAT have declined 11.2%, underperforming the 9.3% dip of the Health Care Select Sector SPDR Fund (XLV) during the same period.
Longer term, WAT stock is down 8.5% on a YTD basis, a steeper decline than XLV's 3.2% drop. However, shares of Waters Corporation have returned 15.3% over the past 52 weeks, surpassing XLV's 8.7% decline over the same time frame.
The stock has been trading below its 200-day moving average since April.
Despite reporting better-than-expected Q1 2025 adjusted EPS of $2.25 and revenue of $661.7 million, WAT shares fell 2.7% on May 6, likely due to investor concerns over macroeconomic uncertainties and tariff impacts. However, the company raised its full-year adjusted EPS guidance to $12.75 - $13.05 and constant currency sales growth to 5% - 7%.
WAT stock has outperformed its rival, Thermo Fisher Scientific Inc. (TMO). TMO stock has fallen 31% over the past 52 weeks and 24.5% on a YTD basis.
Despite the stock's outperformance over the past year, analysts are cautiously optimistic about its prospects. The stock has a consensus rating of 'Moderate Buy' from the 18 analysts covering the stock, and as of writing, it is trading below the mean price target of $393.
On the date of publication, Sohini Mondal did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on Barchart.com

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
19 minutes ago
- Yahoo
Moderna sharpens focus on $1.5bn cost cutting plan after 41% revenue slump
Just one day after CEO Stéphane Bancel's sudden announcement of a 10% workforce reduction, Moderna has released Q2 2025 that that fell short of analyst expectations. Revenue declined 41% to $142m, largely due to to a drop in Covid vaccine sales, particularly Spikevax and mRESVIA, the company said. The results also weighed on the mRNA vaccine specialist's share price, which dropped by 8.9% to $26.92 per share. In an investor call, Moderna's CFO Jamey Mock blamed the revenue decline on uncertainties in vaccination rates, the competitive market environment and the size of the respiratory syncytial virus (RSV) market. This latest results follow years of poor financial performance for Moderna, which has posted substantial losses since the 2022 financial year – with revenue falling from more than $19bn in 2022 to $3.2bn in 2024. In an investor call, Moderna's Mock stated that 'advancing its pipeline' of Phase III assets and 'driving use of its commercial products' would be key to future recovery. Moderna intensifies cost-cutting efforts To offset this quarter's losses, Moderna is implementing a series of operational cost reduction strategies, aligned with both Mock and Bancel's commitment to stay 'highly focused on financial discipline". During the call, Bancel outlined a $1.5bn, 3 year cost-cutting plan, primarily focused on 'winding down' new R&D efforts – with a specific focus on respiratory health. Savings will be sought through procurement optimisation, enhanced manufacturing and a staff restructuring initiative, announced internally and through Moderna's website on 31 July. Although Moderna plans to cut more than 800 jobs, recruitment will continue, with the CEO noting that over 150 vacancies remain open. Bancel did not provide further details on who will be affected by the upcoming job cuts. Many pharma companies are citing Trump's tariffs as a key influence on their cost of sales. Mock stated that 'newly introduced tariffs are not expected to have a material impact on our cost of sales,' despite the manufacture of Moderna's portfolio being spilt amongst Europe and the US. This follows the signing of the US-EU deal, which imposes 15% tariffs on all pharmaceutical imports. Looking ahead Upon review of Moderna's Q2 2025 results, infectious disease analyst at GlobalData Anaelle Tannen noted that financial performance was slightly better than expected, and classified the results as 'unsurprising". 'Sales will likely increase in the second half of the year as the RSV, flu and Covid seasons hit the northern hemisphere,' said Tannen. Although mRNA is Moderna's bread and butter, Tannen stated that remaining solely in this area is risky until multiple high-value products reach the market. 'Moderna is at the cutting edge of mRNA technology, but the commercialisation gap is stark. There is a heavy emphasis on R&D, but profitability is low as few mRNA vaccines have made it to market yet, while the modality also faces scepticism due the expedition of Covid vaccine trials.' Asked whether diversifying away from mRNAs may benefit Moderna long-term, Tannen noted: 'Exploring other modalities wouldn't necessarily help the company either, as it would still take time to perform clinical trials and for products to attain approval.' Meanwhile, outside of Moderna, the mRNA therapy market is experiencing rapid growth, with a report from GlobalData, parent company of Pharmaceutical Technology, finding that licensing agreement deal values involving mRNA soared by 800% between 2019 and 2024. Growth of mRNA vaccines is also showing robust growth, with GlobalData analysis estimating that sales will increase from $20.1bn in 2024 to $89.8bn in 2030, at a CAGR of 28.3%. "Moderna sharpens focus on $1.5bn cost cutting plan after 41% revenue slump" was originally created and published by Pharmaceutical Technology, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Erreur lors de la récupération des données Connectez-vous pour accéder à votre portefeuille Erreur lors de la récupération des données Erreur lors de la récupération des données Erreur lors de la récupération des données Erreur lors de la récupération des données


CNBC
an hour ago
- CNBC
Delta Air assures US lawmakers it will not personalize fares using AI
Delta Air Lines said on Friday it will not use artificial intelligence to set personalized ticket prices for passengers after facing sharp criticism from U.S. lawmakers and broad public concern. Last week, Democratic Senators Ruben Gallego, Mark Warner and Richard Blumenthal said they believed the Atlanta-based airline would use AI to set individual prices, which would "likely mean fare price increases up to each individual consumer's personal 'pain point.'" Delta said it has not used AI to set personalized prices but previously said it plans to deploy AI-based revenue management technology across 20% of its domestic network by the end of 2025 in partnership with Fetcherr, an AI pricing company. "There is no fare product Delta has ever used, is testing or plans to use that targets customers with individualized prices based on personal data," Delta told the senators in a letter on Friday, seen by Reuters. "Our ticket pricing never takes into account personal data." Senators praised Delta's commitment not to use AI for personal pricing but expressed many questions and want more details about what data Delta is collecting to set prices. "Delta is telling their investors one thing, and then turning around and telling the public another," Gallego said. "If Delta is in fact using aggregated instead of individualized data, that is welcome news." Delta declined comment on Gallego's statement. The senators cited a comment in December by Delta President Glen Hauenstein that the carrier's AI price-setting technology is capable of setting fares based on a prediction of "the amount people are willing to pay for the premium products related to the base fares." Last week, American Airlines CEO Robert Isom said using AI to set ticket prices could hurt consumer trust. "This is not about bait and switch. This is not about tricking," Isom said on an earnings call, adding "talk about using AI in that way, I don't think it's appropriate. And certainly from American, it's not something we will do." Democratic lawmakers Greg Casar and Rashida Tlaib last week introduced legislation to bar companies from using AI to set prices or wages based on Americans' personal data and would specifically ban airlines raising individual prices after seeing a search for a family obituary. They cited a Federal Trade Commission staff report in January that found "retailers frequently use people's personal information to set targeted, tailored prices for goods and services -- from a person's location and demographics, down to their mouse movements on a webpage." The FTC cited a hypothetical example of a consumer profiled as a new parent who could intentionally be shown higher-priced baby thermometers and collect behavioral details to forecast a customer's state of mind. Delta said airlines have used dynamic pricing for more than three decades, in which pricing fluctuates based on a variety of factors like overall customer demand, fuel prices and competition, but not a specific consumer's personal information. "Given the tens of millions of fares and hundreds of thousands of routes for sale at any given time, the use of new technology like AI promises to streamline the process by which we analyze existing data and the speed and scale at which we can respond to changing market dynamics," Delta's letter said.


Forbes
an hour ago
- Forbes
Reimagining A New Era Of Entrepreneurial Leadership In A Complex World
Leadership has long been defined by the notion that solitary figures, often at the top of hierarchies, possess the vision, charisma, and authority to carry their organizations forward. We've built companies, movements, and institutions on this image of the lone decision-maker. But as the world grows more interconnected and our challenges more complex, authoritative leadership is quickly revealing its limitations. Now more than ever, transformation is urgently needed from the old hero model to a new era of relational and entrepreneurial leadership, from authority to empowerment. The Old Model No Longer Works If you've paid attention to boardrooms, government offices, or your own workplace over the last decade, you may have sensed a growing restlessness. Geopolitical turmoil, systemic healthcare issues, and rapid technological advances all share something in common: they're too big, too nuanced, and too far-reaching to be solved by one person at the top. Scott Taylor, professor of organizational behavior, and the Arthur M. Blank Endowed Chair for Values-Based Leadership at The Blank School at Babson College, describes our era as 'one of extraordinary pressure, not because leaders are lazy or incompetent, but because we're asking individuals to perform the work of many. The classic hero-leader, who makes all the monumental decisions and steers the ship alone, simply isn't enough anymore.' Dr. Danna Greenberg, the Walter H. Carpenter Professor of Organizational Behavior, also of Babson, points out that, 'No one group, or leader can resolve today's healthcare or climate crises alone. The expertise needed is multidisciplinary and collective.' So how did we get stuck in such an old hero model? The seeds were sown in the 1980s, when leadership idols like Jack Welch dominated the business landscape. We endorsed larger-than-life personalities, and for a while, this focus on individual accomplishment delivered results. But over time, the cracks began to show. When turbulence hit, single-person leadership left organizations vulnerable, unable to adapt, disconnected from the power of diverse perspectives. What Makes Relational Leadership Different? The antidote to authoritative leadership is not to simply erase strong leaders, it's to redefine strength through connection, empathy, and shared accountability. Relational leadership values collaboration over command, inclusion over instruction, and collective growth over personal glory. It asks leaders to step out of the spotlight and nurture voices throughout the organization. Professor Taylor sums up the challenge, 'modern leadership isn't about putting people in a room and hoping for results. It's about cultivating trust, belonging, and mutual respect - real, measurable drivers of innovation and performance. Vulnerability, once perceived as a weakness, is now recognized as a critical ingredient for trust. Leaders who model transparency, admit missteps, and invite feedback show that it's safe for others to do the same.' But relational models aren't just about being nice. The science supports this shift. Research into organizational psychology and neuroscience confirms that positive, trust-based environments unlock higher levels of creativity, adaptability, and results. Why Add Entrepreneurial Thinking? While relational leadership builds the foundation, entrepreneurial leadership keeps organizations agile and responsive. Gone are the days when leaders could set rigid, top-down goals. Entrepreneurial leaders experiment, learn, and adapt alongside their teams. According to Greenberg, 'An entrepreneurial mindset is necessary precisely because the final destination is often unknown. It's about moving forward together, iterating, and learning from each action.' This approach cannot thrive in isolation. Entrepreneurial risk-taking and innovation are most successful in environments where teams can take chances, share lessons from failure, and collectively build better solutions. The High Cost of Outdated Systems Despite ample evidence supporting this shift, many organizations remain mired in highly standardized, authoritative systems that are unwilling to let go. As Greenberg observes, 'Performance management rewards personal achievements. We rarely reward collaboration or celebrate learning from mistakes. The result? Rigid structures, missed opportunities, and disengaged employees, talent wasted because the system values the box more than what's inside.' Organizations that embrace leadership development as a cornerstone of their culture are already seeing the benefits of this shift. Scott Kashman, President of Ascension St. Vincent's Riverside hospital, shares how their approach is transforming healthcare delivery: In today's complex healthcare environment, shaping a culture of ownership and opportunity is how we drive consistent, meaningful results. At Ascension St. Vincent's Riverside, we believe engaged, inspired, and supported leaders transform the way care is delivered.' Kashman highlights their innovative 'Lead Like a CEO' program, a 12-month high-performance leadership lab launched in July 2025. Created and guided by their Human Resources Business Partner, the program challenges leaders to grow through four key modules: vision, strategy, influence, and impact—culminating in a final capstone project. 'When we invest in the growth of our leaders, we expect that to be reflected in the consumer experience, clinical quality, and overall outcomes. Culture drives performance, and leadership sets the tone. By focusing on our leaders' professional development and personal well-being, our patients, colleagues, and communities benefit,' Kashman explains." Taylor recounts how a Fortune 50 company initially tried to fit their leader of patents into a traditional management role, overseeing others. When the leader resisted, preferring to focus on developing others' skills rather than handling performance management, the company made an unprecedented decision. They allowed him to continue his work in developing talent while assigning another manager to handle administrative duties. This unconventional approach not only retained the leader but also fostered the growth of others with his expertise, proving the value of flexibility in leadership. To move forward, leaders must conduct their own identity work. Ask the questions: Am I leading for myself, or to empower those around me? Where does my own leadership get in the way of team progress? Without this introspection, even the best structural reforms fall flat. Confronting Modern Challenges, Together Today's problems don't pause for outdated leadership models to catch up. We're living in a time where organizations must choose to cling to the myth of heroes or build cultures grounded in collaboration and shared ambition. Brad Lea, CEO of Lightspeed VT, social media influencer and expert in entrepreneurial leadership states, 'In today's fast-paced world, leadership isn't about having the big title, it's about taking ownership, getting your hands dirty, and turning obstacles into opportunities and creating more leaders. Your mindset is critical. You must see problems as opportunities and help others do the same." If you're ready to start, here are steps to consider relational and entrepreneurial leadership: 1. Recognize the Trap of Heroes Acknowledge that relying on one person, no matter how talented, to carry an organization invites risk, bottlenecks, and disengagement. Begin by asking how voices throughout your organization can contribute to decisions and innovation. Lea, provocatively states, 'If no one on your team pushes back, you're not leading, you're babysitting. A real leader builds an environment that challenges, strengthens and sharpens - not one that submits. And if you're always the one with the best answers, it's time to start asking better questions." 2. Build Trust, Not Just Teams Building a team is not enough; nurturing a culture of trust is essential. Encourage open dialogue, embrace diverse viewpoints, and treat vulnerability as a strength. 3. Reward Collaboration and Learning Redesign performance metrics to reflect more than just individual output. Empower and acknowledge the importance of joint achievements, creative risk-taking, and the lessons learned from missteps, not just personal wins. 4. Invest in Self and Collective Awareness Develop programs that help leaders and teams identify their values, aspirations, and areas for growth. When people are clear on who they are, they're better able to support and learn from others. 5. Cultivate Entrepreneurial Spirit Organization-Wide Encourage experimentation at every level. When onboarding new team members, actively invite them to question the way things are done and bring fresh perspectives. Adopt a learn as you go mindset for teams, where small failures are steppingstones towards bigger breakthroughs. 6. Make Empathy a Leadership Imperative Move beyond seeing team members as job titles or cogs in a machine. Take time to understand their stories, ambitions, and challenges. Use that insight to craft more meaningful roles and growth paths. Why This Transition Matters Now Skeptics may wonder: Does this shift drive results? All evidence points to yes. Organizations that embrace relational and entrepreneurial leadership report lower turnover, better engagement, and a stronger pipeline of future leaders. Perhaps most importantly, they become magnets for the rising generation of employees, for whom meaningful work, purpose, inclusion, and collaboration are prerequisites. Teams that share trust and accountability experience significant financial benefits. They make more innovative decisions, respond more quickly to crises, and build long-term momentum. Relational accountability isn't about avoiding responsibility—it's about expanding the circle of ownership so that everyone can rise together. The Urgency of Now Our collective future doesn't belong to lone heroes. It belongs to organizations willing to let go of the myth of authoritative leadership and step into the reality of shared, connected, and entrepreneurial growth. As Greenberg puts it, 'Leadership today is not about the title you hold, but the impact you make with your team.' The real question isn't whether we should evolve, it's how soon we are willing to start. In a world that won't wait for slow progress, the shift to relational and entrepreneurial leadership is more than a choice, it's an imperative. Leadership for the future means letting go of old stories so more of us can rise together.