Latest news with #executivechairman
Yahoo
02-07-2025
- Business
- Yahoo
Eindec Insiders Added S$1.60m Of Stock To Their Holdings
In the last year, multiple insiders have substantially increased their holdings of Eindec Corporation Limited (Catalist:42Z) stock, indicating that insiders' optimism about the company's prospects has increased. While insider transactions are not the most important thing when it comes to long-term investing, we do think it is perfectly logical to keep tabs on what insiders are doing. We've found 21 US stocks that are forecast to pay a dividend yield of over 6% next year. See the full list for free. In the last twelve months, the biggest single purchase by an insider was when CEO & Executive Chairman Wei Zhang bought S$948k worth of shares at a price of S$0.04 per share. Even though the purchase was made at a significantly lower price than the recent price (S$0.048), we still think insider buying is a positive. While it does suggest insiders consider the stock undervalued at lower prices, this transaction doesn't tell us much about what they think of current prices. In the last twelve months Eindec insiders were buying shares, but not selling. You can see a visual depiction of insider transactions (by companies and individuals) over the last 12 months, below. By clicking on the graph below, you can see the precise details of each insider transaction! View our latest analysis for Eindec There are always plenty of stocks that insiders are buying. If investing in lesser known companies is your style, you could take a look at this free list of companies. (Hint: insiders have been buying them). For a common shareholder, it is worth checking how many shares are held by company insiders. A high insider ownership often makes company leadership more mindful of shareholder interests. It appears that Eindec insiders own 24% of the company, worth about S$1.2m. While this is a strong but not outstanding level of insider ownership, it's enough to indicate some alignment between management and smaller shareholders. There haven't been any insider transactions in the last three months -- that doesn't mean much. However, our analysis of transactions over the last year is heartening. Overall we don't see anything to make us think Eindec insiders are doubting the company, and they do own shares. So while it's helpful to know what insiders are doing in terms of buying or selling, it's also helpful to know the risks that a particular company is facing. At Simply Wall St, we found 2 warning signs for Eindec that deserve your attention before buying any shares. If you would prefer to check out another company -- one with potentially superior financials -- then do not miss this free list of interesting companies, that have HIGH return on equity and low debt. For the purposes of this article, insiders are those individuals who report their transactions to the relevant regulatory body. We currently account for open market transactions and private dispositions of direct interests only, but not derivative transactions or indirect interests. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. 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
News.com.au
11-06-2025
- Business
- News.com.au
John Kanga to serve as executive chairman of the Melbourne Racing Club following the departure of CEO Tom Reilly
Chairman John Kanga will again spearhead a new-look Melbourne Racing Club administration. Kanga has assumed the honorary role of executive chairman and confirmed the club would not seek to fill its chief executive officer vacancy. The MRC last Monday terminated former chief executive Tom Reilly. Tanya Fullerton, the newly-appointed chief operating officer, is slated to start on Thursday. 'The club will not be recruiting for a CEO,' Kanga told this masthead. 'Tanya is the chief operating officer and we're also going to bolster our racing operations.' Kanga served as executive chairman from October last year to February, until Reilly started. He backed Fullerton to do 'an excellent job'. Fullerton, vice-chairman of the Thoroughbred Racehorse Owners' Association, has worked closely with Kanga the past six months in particular on the 'Save Our Sandown' campaign. Kanga refused to comment on the reasons behind a 'unanimous' MRC board decision to remove Reilly last Monday. He would also not be drawn on the resignation of long-time MRC committee member Barb Saunders. As revealed by the Herald Sun on Tuesday, Saunders resigned in protest of the Reilly termination, the Fullerton appointment and MRC governance. Kanga has deferred any discussions on a potential casual vacancy replacement for Saunders to the next MRC committee meeting in two weeks. The MRC could proceed with nine on the committee through to its September election. Kanga is one of three committee members, including Alison Saville and Frank Pollio, up for election this year. Kanga said the MRC has a strong management structure in place. 'The team is working hard to deliver a fantastic Spring Carnival at Caulfield,' Kanga said. In a letter to members, following the Reilly termination, Kanga said the current administration has 'turned the club around' and restored member and industry confidence 'making common sense decisions'. Kanga sighted key milestones, including the saving of racing at Sandown, relocating the Caulfield racecourse mounting yard to its original position and reversing the proposal to build a 'wasteful' new grandstand at The Heath. The MRC last year under Kanga's watch also entered into an agreement to sell a parcel of land next to Caulfield racecourse for $195m. 'That does not mean that we cannot improve,' Kanga said. 'Tanya and I and the MRC management team will work hard, on an ongoing basis, to deliver better services and results for members.'
Bloomberg
09-06-2025
- Business
- Bloomberg
Ken Moelis to Step Down as CEO of His Investment Bank, WSJ Says
Ken Moelis, the founder of boutique investment firm Moelis & Co., said he will step down as chief executive officer effective Oct. 1, the Wall Street Journal reported. The 66-year-old banker will take on the role of executive chairman, he told the newspaper in an interview. Co-President Navid Mahmoodzadegan will become CEO and join the bank's board of directors, according to the report.
Yahoo
24-05-2025
- Business
- Yahoo
Ralph Lauren's Q4 and full FY25 revenues beat expectations
Fashion brand Ralph Lauren has seen fourth quarter (Q4) and full financial year 2025 (FY25) revenues surpass expectations, with FY25 registering 7% growth. The company's North American market experienced 3% revenue rise, while its European revenues climbed by 11%. During the fiscal year ended 29 March 2025, the retailer recorded gross profit of $4.85bn, an improvement from $4.43bn in fiscal 2024, with gross margin standing at 68.6%. Operating income reached $932.1m in FY25, with North America and Europe contributing $640m and $566m respectively. Ralph Lauren also reported net income of $742.9m, which translates to $11.61 per diluted share, compared to a net income of $646.3m, or $9.71 per diluted share reported in the preceding fiscal year. Executive chairman and chief creative officer Ralph Lauren stated: "Our brand has stood the test of time because we have stayed true to the values that define us: quality, authenticity, timeless style. "Through periods of economic strength and uncertainty alike, our teams around the world remain focused on delivering our vision with great care and passion, enabling us to make the right choices both for today and into the future." In the fourth quarter of fiscal 2025, the company's revenue increased 8% to $1.69bn and gross profit was noted at $1.16bn with gross margin consistent at 68.6%. The company's net income rose to $129m, or $2.03 per diluted share, compared to a net income of $91m, or $1.38 per diluted share, in the same quarter of the previous year. The company added: "As we enter fiscal 2026, we remain on offence — with a focus on driving our multiple engines of growth across lifestyle categories, geographies and channels. At the same time, we will stay agile and prudent — leaning into our diversified supply chain, operating discipline and a strong balance sheet as we manage through ongoing macroeconomic uncertainty." Looking ahead to fiscal 2026, Ralph Lauren anticipates revenue growth in the low-single digits on a constant currency basis compared to 2025, with expectations for growth more pronounced in the first half of the fiscal year. Operating margin is projected to see modest expansion due primarily to operating expense leverage. For the first quarter of fiscal 2026, the company forecasts revenue growth in the high-single digits on a constant currency basis. It expects operating margin expansion between approximately 150 to 200 basis points due to gross margin growth and slight operating expense leverage. "Ralph Lauren's Q4 and full FY25 revenues beat expectations" was originally created and published by Retail Insight Network, 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. 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
12-05-2025
- Business
- Forbes
Why 1-800-Flowers Continues To Bloom Through Decades Of Change
Almost 40 years ago when 800 phone numbers that spelled something were all the rage, Jim McCann transformed his chain of New York flower shops into what became the national chain 1-800-Flowers. It's stayed relevant through the years by adopting new technology, making acquisitions in the gift-giving and delivery space, and staying true to an always-desired product. Today, the day after one of the busiest in the flower delivery business, Adolfo Villagomez takes over from McCann as 1-800-Flowers's new CEO. McCann will remain the company's executive chairman. I talked to McCann last month about his time in the flower business, the risks he's taken, and the reasons business has persevered. This interview has been edited for length, clarity and continuity. It was excerpted in the Forbes CEO newsletter. How did you get started in the floral business? McCann: It was an accident. I grew up in Queens, New York, and looking around at the potential role models around me, there were some bad people and there were lots of good people: civil servants, shopkeepers, tradesmen. I decided to be a policeman, so I went to John Jay College of Criminal Justice. While I was in school, I started working in a group home for teenage boys. I was a live-in night counselor, and that caused me to accidentally have a career in the social services because I really came to like the work and did it for quite a while. Over the years, I went from living in a group home to running a group home to running all the group homes. That's where I grew up. It really changed me as a person, matured me, so I kept postponing going into the police department. But working in a not-for-profit social work world, you don't make very much money. I married young, we started a family young, and so money was always an issue. I worked part-time in other jobs. And being an Irish Catholic kid from South Queens, the prevalent job was bartending. 1-800-Flowers founder and Executive Chairman Jim McCann. I was working Friday and Saturday nights on the Upper East Side of Manhattan. One of my customers who would stay late on Saturday nights owned the flower shop across the street and chatted a bunch. He told me he was going to be selling that flower shop. I thought, that's interesting, retail. I've worked in retail all of my working years. I understood it. I asked him how much he was asking for the flower shop. He said $10,000. I thought it was a sign from God because I just sold a building that I had bought in Brooklyn and fixed up. I had a $10,000 profit. So, I said, this is a sign. I wound up buying that flower shop. I kept my job at St. John's Home with the intent of not just becoming a florist, which of course I did, but to build a business. Six months after I bought the first shop, I opened the second shop, and every six months I'd open a shop. Then every three months. Eight years later, I was full-time in the flower business. How did you go from flower shops in New York City to the nationwide company 1-800-Flowers? Ten years in, I had 40 or so flower shops, and I decided to buy the company that had the telephone number that became 1-800 Flowers. Then I changed how we went to market. I changed the name of the shops to 1-800-Flowers. Everyone thought that was crazy: To buy the telephone number, to change the name of the retail stores to a telephone number. But so far it's worked. I sold those shops because I needed money to build this idea, to market it. I didn't know anything about venture capital or private equity. I didn't have any of those skills or knowledge. So I became a franchisor because I needed to sell the shops to get money to build this brand. The good news is, five years later, we were a national brand because we didn't have any money, so we couldn't make any big financial mistakes. And we caught the wave of interest in people using 800 numbers. We got a lot of free press and promotional opportunities that really helped us become a brand. At that point, my younger brother, 10 years my junior, joined us in business. We said, 'If we could become a national brand with no money and no knowledge, what's going to replace us?' So we were always on the lookout for what's next. What happened next? Of course, what's next was the internet. We were early to it. That was our third wave. The fourth wave was just at the beginning of the 2008 financial crisis. We were impacted by it and we said, 'Geez, we can't afford to do all these development ideas we had in mind.' We went from 16 to three that we continue to fund. One was our technology platform and the other two were social and mobile. And boy oh boy, they were the right guesses, because social and mobile changed everything for us. The fourth wave was just at the beginning of the 2008 financial crisis. We were impacted by it and we said, 'Geez, we can't afford to do all these development ideas we had in mind.' We went from 16 to three that we continue to fund. One was our technology platform and the other two were social and mobile. And boy oh boy, they were the right guesses, because social and mobile changed everything for us. How have you decided which business gambles to bet on? You've done well with all of them. Not really. When we got on the internet, we were tracking how many other things we tried, and it was over 50 other tech changes. We put our catalogs on a CD-ROM when that was in vogue back in the early '90s. It was a bomb. There were 50 of those bombs. The one we kept coming back to and iterating on was this online world, which was dominated at that time by CompuServe, Prodigy and this little outfit called AOL. My brother and I are very curious and we're not afraid to ask a lot of people what's going on. In my case, you don't have to be the smartest person in the world, but you have to ask a lot of questions, and you have to get to the right people to get their insights so you can make your judgment about what's coming through the pipe. Throughout your time in the flower business, what has been your philosophy? A wise fellow who I stay in touch with is Bob Pittman. [He] was running AOL with Steve Case and Ted Leonsis back in the early '90s when we chose them to partner with. We try to do all of our judgments based on genuine relationships, and Bob convinced us then that we should go public. That was a wise recommendation. He also espoused the theory of convenience. He said convenience trumps everything. We've been on our path as a company looking for how can we be more convenient for our customers. Basically, what we want to do is be convenient enough to help them to easily act on their thoughtfulness. What would be more convenient than coming to the store? My friends in the flower business told me, no one wants to use a credit card. They all want a house account. And no one wants to call you 24 hours a day, seven days a week. All of which is wrong; Bob's prediction was ignore them. How can you be more convenient for your customers to enable them to act on their thoughtfulness? That's been our driving mantra: How can we be more convenient, which is why we adopted mobile so early, why we adopted the internet, and why we're using AI now. We realized a long time ago that we're not really in the flower and fruit and chocolate gift businesses. We're really in the relationship business because when people come to us, they want to express themselves and their emotions to somebody. Tell me about some of the options you have; the company is more than flowers. We just developed a small company last year and broadened its capability to help people to be able to send a greeting card. Now you can come to any of our sites, and you order a greeting card. You can choose from our library. You can write what you want in it, or you can take what we suggest. You can use our AI tools. My wife, who knows that I'm not at all creative, got a little emotional [earlier this year] on her birthday. I told our AI tool that my wife likes to garden, she loves spending time with her grandchildren, she's a baker and she loves teaching her grandkids how to bake, and once in a while, she likes a glass of good wine. The tool asked me: Would you like a poem, a limerick, a sonnet? When my wife opened that card last month in front of the whole family and read this message from me and got emotional, I was thrilled because she at least knew I was thoughtful enough to remember what things to tell the tool. She knows I couldn't compose that poem, but she knew I was thoughtful enough to get help to do it. I handed her the card, but we'll mail it for you for $5.99. People even within our company say, we can't give people a $5.99 alternative. They won't buy our $100 dollar gift baskets. I think they're wrong. More people come to us more frequently now because we have that capability. We have free recommendations. If you ask us to remind you about your mom's birthday, we'll remind you. You'll tell us you want to be reminded two weeks before or a week before or the day of. We use reminders more and more to help our customers to stay connected with the people that matter to them. [We also give] suggestions: gift suggestions, and we always say, here's something you can tell her. Here's something you can text to her. You could send a free digital greeting card. The first set of recommendations we always put forth are free, and then we give you [more options]. You want to send a $5.99 card with postage included? If we give you more reasons to come to us more frequently and you feel like you're having better, and deeper relationships, then it'll be good for our business. What are some other things you've been doing? At we've introduced a relationship management tool. In the beginning of Covid, I started writing a newsletter every Sunday to our customers. I didn't know what else to do. We didn't know if our business was going to go away, and the young lady who was my chief of staff at the time suggested, 'Why don't you just write what you're thinking and feeling and how we're managing through this to our customers? Don't try and sell anything.' I said, 'That's a good idea.' The good news is it worked. The bad news is it's a lot of work. I write about relationships, and I used the calendar a lot: Yesterday was National Siblings Day, so last night I gave everyone else the advice they should connect to their sibling. We use things like that to [remind you of] National Siblings Day, or National School Nurses Day and National Teachers Day. That's our newsletter. We have over 10 million subscribers now. It's taken off and become a podcast that we do exploring relationships and great stories. The community was starting to ask me questions at the beginning of Covid especially: What do I do if my kids are out of school? I created a panel of a half a dozen of the most prominent and thoughtful professionals, psychologists, mostly. Dr. George Everly was the first one that I asked to be on that panel. He called me one day and said, 'Jim, you love this work. I do too. We've been doing some really neat things together. Why don't we write a book?' He convinced me we should do it. It came out in the fall. It's called Lodestar. That resulted in us developing a relationship management tool at George's suggestion. I always remind people at the beginning of the year about their resolutions in my newsletter. And two years ago I started reminding them: You're going to change your diet. You're going to exercise. You should be cognizant of your relationships. Make a list of relationships you have that are going fine. Make a list of relationships that you had, but have waned over the years. Which of those do you want to reinvest in? Give me a list of three, four, five relationships you don't have that you want to be deliberate about: at work in your career, socially, in your community. What's your plan to ignite a relationship there? We use an AI tool to remind you what you tell us that you want to do. You said you wanted to get to know Megan better, but I don't see any correspondence between you, and Megan just got an award. I saw this clipping on it. You might want to drop her a note to say congratulations. We're building those tools into our every day using AI, which is the only effective way to do it, to help people be deliberate about relationship building. There are some founders that stay with their company for a long time, and there are others that don't. You've been in it for the duration. Why have you stayed in the business? I'm not a business person. I'm a person who's in pursuit of success, of feeling accomplishment and purpose. What I am going to do is fire myself again. Nine years ago, I stepped down as CEO. My younger brother Chris took over. Unfortunately, he has some health issues, so he had to step away. I'm only back in it for a temporary period, but I'll always be working and I'll always be around the company, my passion. I'll do the things that I can do: the podcast, the newsletter, thematically working with the management team. What do you see in the future for 1-800-Flowers? I'm very excited about the future, frankly, more excited than I've ever been. This celebratory ecosystem that we're developing has been an idea of mine for a dozen years. But now, finally, the tools are there for us to do that. Like the relationship management tool. We couldn't have done that a year ago. I'm very excited about fleshing out the celebratory ecosystem, helping our customers have better, bigger, deeper relationships, and giving them all the different ways they can connect, whether there's a transaction involved or not. We're starting now to track our customers' engagement with us, not just their transactions. What advice do you have for other CEOs? The advice I give myself is don't think that you have all the answers, and develop a support system of people that you can turn to get a different point of view. Get people who tell you things that you should hear, that you're not going to hear from the people who work for you. I turned to a friend this week and said, 'Bob, these are the three things that I'm wrestling with.' He gave me very unvarnished advice about where I should be spending my time and my energy, and he was very candid with me. So it's good to have people you can turn to who you trust and who will give you the unvarnished truth.
