Latest news with #executiveTeam
Yahoo
17-06-2025
- Business
- Yahoo
Morgan Stanley Hikes McKesson (MCK) Price Target on Earnings Growth Prospects
McKesson Corporation (NYSE:MCK) is one of the 12 best healthcare stocks to buy now. On June 11, Morgan Stanley reiterated the stock's 'Overweight' rating and increased the price target to $770 from $745. The adjustment follows a discussion with the executive team that left the research firm optimistic about the company's growth prospects. A doctor inspecting a medical device made by the medical device company. According to Morgan Stanley, McKesson is benefiting from enhanced operational performance. Consequently, it remains confident that the company will achieve its fiscal year 2026 earnings per share forecast of $37.31. The bullish outlook underscores the expected improvement in adjusted operating income across various segments. McKesson Corporation (NYSE:MCK) is a global healthcare company that operates through four main business segments: US Pharmaceutical, Rx Technology Solutions, Medical-Surgical Solutions, and Global Operations. It provides healthcare information technology, medical supplies, and health management tools. While we acknowledge the potential of MCK as an investment, we believe certain AI stocks offer greater upside potential and carry less downside risk. If you're looking for an extremely undervalued AI stock that also stands to benefit significantly from Trump-era tariffs and the onshoring trend, see our free report on the best short-term AI stock. READ NEXT: 10 Stocks Analysts Are Upgrading Today and 13 Best AI Stocks to Buy Under $10. Disclosure: None.
Yahoo
16-06-2025
- Business
- Yahoo
Curaleaf Appoints CPG Leader Rahul Pinto as President, Bolsters Marketing Leadership Team
Rahul Pinto to lead all Global Commercial functions as Curaleaf President Leadership team strengthened by three SVP Hires across Digital, Retail Merchandising and Brand Marketing STAMFORD, Conn., June 16, 2025 /CNW/ -- Curaleaf Holdings, Inc. (TSX: CURA) (OTCQX: CURLF) ("Curaleaf" or the "Company"), a leading international provider of consumer cannabis products, today announced the appointment of Rahul Pinto to the newly created role of President. Effective immediately, Mr. Pinto will join Curaleaf's leadership team and will support Chairman and CEO Boris Jordan in executing Curaleaf's strategy. Together, they will shepherd the business through its next phase of growth and evolution. Furthermore, the company has hired key leadership across retail, marketing, digital and brand to strengthen its executive team with subject-matter and commercial expertise. Mr. Pinto brings over 20 years of U.S. and international executive leadership in global consumer packaged goods (CPG) and retail, and has led major business transformations at food and beverage industry giants including Albertsons, PepsiCo, and Bacardi. Most recently, he spearheaded Albertsons' evolution into a tech-enabled, loyalty-driven retailer, overseeing strategic planning for Kroger's acquisition attempt. With a foundation in engineering and an MBA from The Wharton School, Mr. Pinto brings a rigorous, analytical mindset and has shaped global brands through transformative change. Mr. Pinto's experience as a world-class operator and leader in strategic global growth, paired with his strategic expertise in CPG and retail verticals positions him as an ideal leader to move the company forward in its continued focus on remaining the global cannabis leader. "I am thrilled to join Curaleaf as President," said Rahul Pinto, Curaleaf President. "Curaleaf has set a standard of excellence across the U.S. and international cannabis market, that I am eager to uphold and continue to build upon. I look forward to bringing my expertise from CPG and retail to my role, to create lasting value as we continue to strengthen our position as the world's leading cannabis company. With a powerful footprint and a strong portfolio spanning cannabis, hemp and retail, I'm excited to work with our team members, leadership, communities and partners around the world to chart new territory, and to push the frontiers of innovation." This announcement is bolstered by several additional key leadership hires, including Helen Chen, SVP of Digital; Scott Crawford, SVP of Retail Merchandising and Marketing; and Justin Miller, SVP of Brand Marketing. Helen Chen joins as SVP of Digital, with deep expertise in eCommerce and digital transformation from McKinsey, PepsiCo, and most recently Pernod Ricard USA. Scott Crawford joins as SVP of Retail Merchandising and Marketing, bringing over 20 years of experience from Baldor Foods, FreshDirect, and Whole Foods. Finally, Justin Miller joins as SVP of Brand Marketing, bringing two decades of experience in building and growing iconic spirits brands at companies including Diageo, William Grant & Sons, and Proximo. All three leaders will jointly report to Chairman and CEO Boris Jordan and President Rahul Pinto, and they are based in Stamford, Connecticut. "We are proud to welcome Rahul Pinto, Helen Chen, Scott Crawford and Justin Miller to the Curaleaf organization," said Boris Jordan, Chairman and CEO of Curaleaf. "Mr. Pinto is a distinguished leader with a track record of delivering continuous improvement and building competitive advantage for some of the world's leading retailers and CPG brands. With the addition of our new digital, brand marketing and retail merchandising leadership, we are bringing in a wealth of talent that further positions us for continued success in today's dynamic environment. In partnership with our seasoned cannabis experts, these distinguished leaders from the world's top consumer brands will drive forward a new era of brand-building across our premier products, nationally recognized brands, and industry-leading retail destinations." About Curaleaf Holdings Curaleaf Holdings, Inc. (TSX: CURA) (OTCQX: CURLF) ("Curaleaf") is a leading international provider of consumer products in cannabis with a mission to enhance lives by cultivating, sharing and celebrating the power of the plant. As a high-growth cannabis company known for quality, expertise and reliability, the Company and its brands, including Curaleaf, Select, Grassroots, Find, Anthem and The Hemp Company provide industry-leading service, product selection and accessibility across the medical and adult use markets. Curaleaf International is powered by a strong presence in all stages of the supply chain. Its unique distribution network throughout Europe, Canada and Australasia brings together pioneering science and research with cutting-edge cultivation, extraction and production. Curaleaf is listed on the Toronto Stock Exchange under the symbol CURA and trades on the OTCQX market under the symbol CURLF. For more information, please visit Forward Looking Statements This media advisory contains forward-looking statements and forward-looking information within the meaning of applicable securities laws. These statements relate to future events or future performance. All statements other than statements of historical fact may be forward–looking statements or information. Generally, forward-looking statements and information may be identified by the use of forward-looking terminology such as "plans", "expects" or "proposed", "is expected", "intends", "anticipates", or "believes", or variations of such words and phrases, or by the use of words or phrases which state that certain actions, events or results may, could, would, or might occur or be achieved. More particularly and without limitation, this news release contains forward-looking statements and information concerning new leadership hires. Such forward-looking statements and information reflect management's current beliefs and are based on assumptions made by and information currently available to the company with respect to the matter described in this new release. Forward-looking statements involve risks and uncertainties, which are based on current expectations as of the date of this release and subject to known and unknown risks and uncertainties that could cause actual results to differ materially from those expressed or implied by such statements. Additional information about these assumptions and uncertainties is contained under "Risk Factors and Uncertainties" in the Company's latest annual information form filed on March 3, 2025, which is available under the Company's SEDAR profile at and in other filings that the Company has made and may make with applicable securities authorities in the future. Forward-looking statements contained herein are made only as to the date of this press release and we undertake no obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required by law. We caution investors not to place considerable reliance on the forward-looking statements contained in this press release. The Toronto Stock Exchange has not reviewed, approved or disapproved the content of this news release. Contacts: Investor Contact:Curaleaf Holdings, Lyon, Chief Investment OfficerIR@ Media Contact:Curaleaf Holdings, Rahmil, VP Public Relationsmedia@ View original content to download multimedia: SOURCE Curaleaf Holdings, Inc. View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
03-06-2025
- Business
- Forbes
How To Handle Narcissism And Egos In The Workplace
By Levi King The goal is to create a balanced workplace culture that harnesses ambition. Once upon a time, I was at a big conference with several members of my executive team at the time. The conference was just wrapping up when I spotted one of them—I'll call him Maurice—standing in a corner chatting with a fellow from a different company. I'd worked with Maurice for years at this point. We didn't have a lot in common in terms of where we grew up, what schools we attended, and many other things that make up for one's basic life experience, but I trusted him as a colleague and thought of him as a friend. Just as I neared Maurice and the guy he was chatting with, I heard the latter say something that stopped me in my tracks: 'I'm sorry you have to work with that schmuck Levi. It sounds like it's been a terrible experience and I hope you can continue to make up for his bungling and keep things running smoothly over there.' This is how I discovered that a trusted colleague and friend had been tearing me down behind my back for reasons which didn't come to light until later, but which basically boiled down to outsized ego and ambition. It won't come as a big surprise to anyone who's ever worked in corporate America to realize that many folks outside of our world perceive many folk in it as big-headed braggadocious monsters. The competition is intense and the rewards high. But Maurice, I think, represents something more than simply white collar Darwinism. Narcissism and big egos are often conflated in discussions about problematic workplace behavior, but they represent distinct psychological phenomena with important differences in how they manifest and impact organizations. While both can create challenges in professional settings, understanding the nuances between narcissism and big egos is crucial for effectively managing workplace dynamics and fostering a healthy organizational culture. Narcissism is a personality trait characterized by an inflated sense of self-importance, a constant need for admiration, and a lack of empathy for others. In the workplace, narcissistic individuals often display an overwhelming sense of superiority and entitlement. They crave attention and validation, constantly seeking praise and recognition for their achievements, even at the expense of others. Narcissists in professional settings tend to exhibit several key behaviors: The impact of narcissism on workplace dynamics can be severe. It often leads to decreased morale among colleagues, dysfunctional communication, and a breakdown in teamwork. Narcissistic leaders, in particular, can create toxic work environments by prioritizing their personal goals over the team's success and stifling creativity and innovation by dismissing others' ideas. While related to narcissism, a big ego in the workplace is a distinct concept. Individuals with big egos display excessive pride in their abilities and accomplishments, often leading to arrogance and overconfidence. Unlike narcissism, which is rooted in deep-seated insecurity, a big ego stems from an inflated sense of self-worth that may or may not be justified by actual achievements. Key characteristics of individuals with big egos in the workplace include: While big egos can drive individuals to achieve great things, they can also create friction within teams and hinder collaborative efforts. The impact on workplace dynamics, while potentially disruptive, is often less severe and pervasive than that of narcissism. The primary distinctions between narcissism and big egos in the workplace lie in their underlying motivations and the extent of their impact: Narcissists fundamentally lack empathy, whereas individuals with big egos may still possess the capacity for empathy, even if it's overshadowed by their inflated self-image. Narcissists have an insatiable need for admiration and validation from others, while those with big egos may be more self-contained in their sense of superiority. Narcissists are more likely to engage in calculated manipulation and exploitation of others, whereas big egos might unintentionally alienate colleagues through their arrogance. Narcissists react to criticism with intense defensiveness or rage, viewing it as a threat to their self-image. Those with big egos may be dismissive of criticism but are less likely to react with hostility. Narcissistic leaders can fundamentally alter an organization's culture, creating lasting damage even after their departure. Big egos, while problematic, typically have a more localized impact on immediate team dynamics. More from AllBusiness: Addressing narcissism and big egos in the workplace requires different approaches. For narcissism: For big egos: While both narcissism and big egos can create challenges in the workplace, understanding their distinct characteristics is crucial for effective management. Narcissism represents a more pervasive and potentially damaging force, capable of undermining organizational culture and team dynamics at a fundamental level. Big egos, while problematic, are often more manageable and may even drive positive outcomes when properly channeled. By recognizing these differences, leaders and HR professionals can develop targeted strategies to mitigate the negative impacts of both narcissism and big egos, fostering a more collaborative, innovative, and psychologically safe work environment. Ultimately, the goal is to create a balanced workplace culture that harnesses the drive and ambition often associated with strong personalities while ensuring that these traits don't come at the expense of teamwork, empathy, and overall organizational health. Being blindsided at a work conference certainly wasn't fun, but the real consequences of Maurice's narcissism ultimately proved to be much more serious. The more you learn to tell the difference between good old-fashioned ego and something more sinister, the less likely it is you'll waste months—even years—working alongside people who are pulling things down just as quickly as you are building them up.
Forbes
31-05-2025
- Business
- Forbes
Is Flawed AI Distorting Executive Judgment? — What Leaders Must Do
The AI symbol sits at the heart of a circle formed by bright yellow foldable caution signs adorned ... More with exclamation marks. This image creatively conveys the urgent need for awareness and careful consideration of AI's rapid growth and its implications. The design's high impact, with its strong contrast and focal point, makes it an effective tool for raising awareness or sparking conversations around technology, security, and innovation. Perfect for customizable content with plenty of space for additional messaging or branding. As AI embeds deeper into leadership workflows, a subtle form of decision drift is taking hold. Not because the tools are flawed but because we stop questioning them. Their polish is seductive. Their speed, persuasive. But when language replaces thought, clarity no longer guarantees correctness. In July 2023, the Chicago Sun-Times published an AI-generated summer reading list. The summaries were articulate. The titles sounded plausible. But only five of the fifteen books were real. The rest? Entirely made up: fictional authors, fabricated plots, polished prose built on nothing. It sounded smart. It wasn't. That's the risk. Now imagine an executive team building its strategy on the same kind of output. It's not fiction anymore. It's a leadership risk. And it's happening already. Quietly. Perceptibly. In organizations where clarity once meant confidence and strategy was something you trusted. Not just in made-up book titles but in the growing gap between what sounds clear and what's actually correct. Large language models aren't fact checkers. They're pattern matchers. They generate language based on probability, not precision. What sounds coherent may not be correct. The result is a stream of outputs that look strategic but rest on shaky ground. This isn't a call to abandon AI. But it is a call to re-anchor how we use it. To ensure leaders stay accountable. To ensure AI stays a tool, not a crutch. I'm not saying AI shouldn't inform decisions. But it must be paired with human intuition, sense making and real dialogue. The more confident the language, the more likely it is to go unquestioned. Model collapse is no longer theoretical. It's already happening. It begins when models are trained on outputs from other models or worse, on their own recycled content. Over time, distortions multiply. Edge cases vanish. Rare insights decay. Feedback loops breed repetition. Sameness. False certainty. Businessman with white cloud instead of head on blue background. Businessman and management. ... More Business and commerce. Digital art. As The Register warned, general purpose AI may already be declining in quality, not in tone but in substance. What remains looks fluent. But it says less. That's just the mechanical part. The deeper concern is how this affects leaders. When models feed on synthetic data and leaders feed on those outputs, what you get isn't insight. It's reflection. Strategy becomes a mirror, not a map. And we're not just talking bias or hallucinations. As copyright restrictions tighten and human-created content slows, the pool of original data shrinks. What's left is synthetic material recycled over and over. More polish. Less spark. According to researchers at Epoch, high quality training data could be exhausted by 2026 to 2032. When that happens, models won't be learning from the best of what we know. They'll be learning from echoes. Developers are trying to slow this collapse. Many already are, by protecting non-AI data sources, refining synthetic inputs and strengthening governance. But the impending collapse signals something deeper. A reminder that the future of intelligence must remain blended — human machine, not machine alone. Intuitive, grounded and real. Psychologists like Kahneman and Tversky warned us long ago about the framing trap: the way a question is asked shapes the answer. A 20 percent chance of failure feels different than an 80 percent chance of success, even if it's the same data. AI makes this trap faster and more dangerous. Because now, the frame itself is machine generated. A biased prompt. A skewed training set. A hallucinated answer. And suddenly, a strategy is shaped by a version of reality that never existed. Ask AI to model a workforce reduction plan. If the prompt centers on financials, the reply may omit morale, long-term hiring costs or reputational damage. The numbers work. The human cost disappears. AI doesn't interrupt. It doesn't question. It reflects. If a leader seeks validation, AI will offer it. The tone will align. The logic will sound smooth. But real insight rarely feels that easy. That's the risk — not that AI is wrong, but that it's too easily accepted as right. When leaders stop questioning and teams stop challenging, AI becomes a mirror. It reinforces assumptions. It amplifies bias. It removes friction. That's how decision drift begins. Dialogue becomes output. Judgment becomes approval. Teams fall quiet. Cultures that once celebrated debate grow obedient. And something more vital begins to erode: intuition. The human instinct for context. The sense of timing. The inner voice that says something's off. It all gets buried beneath synthetic certainty. To stop flawed decisions from quietly passing through AI-assisted workflows, every leader should ask: AI-generated content is already shaping board decks, culture statements and draft policies. In fast-paced settings, it's tempting to treat that output as good enough. But when persuasive language gets mistaken for sound judgment, it doesn't stay in draft mode. It becomes action. Garbage in. Polished out. Then passed as policy. This isn't about intent. It's about erosion. Quiet erosion in systems that reward speed, efficiency and ease over thoughtfulness. And then there's the flattery trap. Ask AI to summarize a plan or validate a strategy, and it often echoes the assumptions behind the prompt. The result? A flawed idea wrapped in confidence. No tension. No resistance. Just affirmation. That's how good decisions fail — quietly, smoothly and without a single raised hand in the room. Leadership isn't about having all the answers. It's about staying close to what's real and creating space for others to do the same. The deeper risk of AI isn't just in false outputs. It's in the cultural drift that happens when human judgment fades. Questions stop. Dialogue thins. Dissent vanishes. Leaders must protect what AI can't replicate — the ability to sense what's missing. To hear what's not said. To pause before acting. To stay with complexity. AI can generate content. But it can't generate wisdom. The solution isn't less AI. It's better leadership. Leaders who use AI not as final word but as provocateur. As friction. As spark. In fact, human-generated content will only grow in value. Craft will matter more than code. What we'll need most is original thought, deep conversation and meaning making — not regurgitated text that sounds sharp but says nothing new. Because when it comes to decisions that shape people, culture and strategy, only human judgment connects the dots that data can't see. In the end, strategy isn't what you write. It's what you see. And to see clearly in the age of AI, you'll need more than a prompt. You'll need presence. You'll need discernment. Neither can be AI trained. Neither can be outsourced.
Globe and Mail
14-05-2025
- Business
- Globe and Mail
SPIRE Academy Taps NBA, NFL, and UFC Alumni to Lead Its Next Chapter of Commercialization and Player Partnerships
New Hires Bring Emmy-Winning Talent, Major League Experience, and NIL Fluency to Drive SPIRE's Brand Forward GENEVA, Ohio and HARPERSFIELD TOWNSHIP, Ohio, May 14, 2025 /CNW/ - SPIRE Academy, a premier multisport boarding school and athletic training institution, has added three nationally recognized leaders to its executive team. These hires reflect SPIRE's focused strategy to strengthen brand partnerships, expand media operations, and deliver athlete development programs aligned with today's NIL-driven sports landscape.
