"I'm surprised by how neutral the rule was, when you think about the massive amount of lobbying there's been around it. It doesn't say certain assets are good or bad. Instead, it really focuses on making a rules-based framework instead of a litigation-based one."
NBA Commissioner Adam Silver has been clear: 'We are convinced that for the good of European basketball, the best course of action would be a joint solution with the Euroleague, reaching an agreement on a systemic approach to growth.'
ERA has structured its recruitment model around four growth pathways; increasing existing agent productivity, recruiting outside agents, adding ancillary revenue streams, such as mortgage and title, and pursuing M&A. The approach has found traction among brokers who view the brand as a vehicle for expansion rather than a simple flag-planting exercise.
By 2019, it was operating in eight Indian metros, and by August 2021, it had expanded into quick commerce, launching Dunzo Daily to deliver essentials in 19 minutes or less. Customers liked the convenience that Dunzo provided, investors loved its growth, and the phrase 'Dunzo it' became a common idiom in India akin to 'Google it' in the U.S.
The ETF holds 50 positions, but the top two dominate in a way that makes the rest almost incidental. Johnson & Johnson carries a 25.4% weight, and Eli Lilly and Company sits at 21.4%. Together they account for roughly 46.8% of the entire fund.
Since expenses for external advisers are not reimbursed if a deal falls through, PE firms wait until they are certain of their interest before engaging costly specialists such as consultants from McKinsey, BCG, or Bain to perform extensive commercial research on the market and the target company.
Heat looks like validation, and validation looks like safety. It is hard to ignore a sector when customers start leaning forward at the same time investors do. Still, the more cycles I have lived through in competitive technology businesses, the more I see heat as an optical illusion. It sharpens whatever is easiest to notice and blurs the underlying mechanics that determine who or what holds control.
When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.
Rather than stolen data making headlines, it was business stoppage that triggered attention. Moving into 2026, the board's focus should be on ensuring business continuity and building resilience in the face of emerging risks generated by AI usage and attack vectors, quantum computing and geopolitics.
However, alongside these tangible indicators sits another layer of value, one that does not always surface cleanly in financial statements and may even remain invisible if it is not properly understood or articulated: Put simply, intangible assets are the non-physical elements a company has built that enable it to generate revenue, scale efficiently, or defend its market position. In technology companies, this typically includes proprietary software, intellectual property, datasets, customer relationships, brand equity, and internal systems or processes.
After a roughly six-month pause, private equity's on-cycle recruiting machine roared back to life last week. The process was just as frenzied, but recruiters said the extra time produced an unexpected upside: sharper, better-prepared candidates. The hiring restart came just as first-year bankers returned from the winter holidays. Firms began outreach for 2027 associate roles they had originally planned to fill in the summer, before banks cracked down on the practice.
As audit committees confront a rapidly expanding risk landscape, their role in corporate governance is being reshaped. Boards have often turned to current and former CFOs as independent directors, particularly for audit committees, because of their ability to translate complex operational and financial realities into effective oversight.For example, this month, J. Michael Hansen, former EVP and CFO of Cintas Corporation, was appointed to the audit committee at Paychex.
The weight of mounting debts, unmanageable cash flow issues, and the pressure from creditors can quickly lead a company to the brink of liquidation. However, insolvency and business recovery processes, when handled properly, can offer a lifeline to businesses in distress. One such company that specializes in these services is BABR (Bailey Ahmad Business Recovery), which provides essential strategies and expert guidance to help businesses navigate the complex waters of financial recovery and avoid the often devastating consequences of liquidation.
