During a recent episode of the “EntreLeadership” podcast, personal finance expert Dave Ramsey went full throttle on a small business owner from Dallas who called in with a tough question about growth and debt. Sarah, who owns a pediatric therapy private practice with 18 employees, told Ramsey she expects to bring in around $1 million in revenue this year. But there’s a problem: her team has outgrown their current leased space, and every new location she’s considering would require $250,000 to $300,000 in ...

This story was originally published on CFO.com. To receive daily news and insights, subscribe to our free daily CFO.com newsletter. Will 2026 be a year of spending or a year of paring back? Based on the results of a fourth-quarter survey by Gartner, many CFOs are hoping for both. In an August survey of more than 200 finance chiefs, 56% ranked “achieving enterprise-wide cost optimization targets” among their top five urgent action items over the next six months. Yet 47% also put “allocating capital to new ...

MONTRÉAL, 17 décembre 2025 /PRNewswire/ -- Ovivo Water Inc. (« Ovivo »), un fournisseur mondial d'équipements, de technologies et de systèmes de traitement de l'eau et des eaux usées, et son actionnaire SKion Water GmbH (« SKion Water »), ont le plaisir d'annoncer la conclusion réussie de la vente de la division électronique d'Ovivo à Ecolab, un chef de file mondial en matière de développement durable qui offre des solutions et des services liés à l'eau, à l'hygiène et à la prévention des infections. Comme ...

Business Coaching & Leadership Philosophy - Traditional success metrics focused on long hours are challenged, advocating for efficiency and peace of mind [1][2] - True leadership is defined by a business's ability to operate effectively without constant owner intervention [2][7] - Freedom (time, money, self-expression) is the initial motivation for business owners, but often becomes a trap [3] Problem Identification - Many business owners wish for vacations free from work interruptions [3] - 34% of Indian businesses have almost zero documentation processes [5] - Two-thirds of businesses are still dependent on the business owners for day-to-day operations [5] - Business owners get caught up in ERP, CRM, Google Sheets, targets, and networking events [6] The Empire Framework (People, Processes, Technology) - The Empire framework is a six-pillared approach to building a business that runs, grows, and learns independently [7] - **E**ngagement: Focus on purpose, empathy, care, trust, acknowledgement, and appreciation to align with the values of the millennial generation [8][9] - **M**anaging Millennials: Optimize team size and acknowledge their need for purpose and public recognition [10][11] - **P**rocesses: Humanize business processes by customizing and evolving them instead of simply copying templates [12][13] - **I**nspiration: Emphasize intentionality and genuine interest in contributing to society [15][16] - **R**etention: Build a positive learning culture with group discussions, capacity building, and skill development [17][18][19] - **E**mpowerment: Skill development in AI is crucial; AI will not replace businesses, but those using AI smartly will [20][21][23] AI & Digital Transformation - Businesses should embrace AI tools to empower teams and automate repetitive tasks [21][22] - AI can make teams limitless, especially with the millennial and Generation Z workforce [23] - Digital transformation is a choice between using AI for business growth or becoming obsolete [23] Scaling & Growth - Business growth requires founders to "let go" and empower their teams [24] - The key is "peace with performance," not just success [25] - Focus on building systems for success and freedom [27]

Core Insights - The Coca-Cola Company has appointed Henrique Braun as the new CEO, effective March 31, succeeding James Quincey, who will transition to executive chairman after nearly nine years in the CEO role [1][2] - Braun's main priorities will include identifying global growth opportunities, enhancing consumer engagement, and utilizing technology to improve business performance and growth [2] Leadership Background - Both Quincey and Braun have been with Coca-Cola since 1996, progressing through various leadership roles [2] - Braun, who became COO in January, has extensive experience in supply chain, bottling, and new business development, having managed seven of Coca-Cola's nine operating units [3][4] Financial Performance - Under Quincey's leadership, Coca-Cola's annual net revenues increased from $31.9 billion in 2018 to $47.1 billion in 2024, while net income attributable to shareholders rose from $6.43 billion to $10.63 billion during the same period [5] - Coca-Cola has added over 10 "billion-dollar" brands to its portfolio during Quincey's tenure and played a key role in forming Coca-Cola Europacific Partners, a major bottler [4] Strategic Focus - Coca-Cola is reviewing options for Costa Coffee, which it acquired in 2018 for £3.9 billion ($5.2 billion), as the investment has not met expectations [5][7] - The coffee market is viewed as a large and growing category within the beverage industry, indicating potential for deeper participation [6][7]

Financial Data and Key Metrics Changes - The company reported strong Q1 results with all five operating segments showing double-digit profit growth, particularly in the pharma and specialty services business, which experienced significant profit growth driven by strong demand, execution, and focus on specialty services [4][5] - The guidance for fiscal year 2026 was raised to $9.65-$9.85, reflecting confidence in the business model and the ability to navigate regulatory changes [7][8] - The company is generating strong cash flow, raising adjusted free cash flow guidance to $3 billion-$3.5 billion for the year, and increasing CapEx guidance to $600 million-$650 million [56][58] Business Line Data and Key Metrics Changes - The pharma and specialty services business, which is the largest segment, saw outsized demand across its portfolio, contributing to strong growth [5][11] - The "Other" segment, which includes at-home nuclear precision health and OptiFreight, reported 60% profit growth, with each business growing more than the long-term target of 10% [5] - The GMPD business, part of the turnaround strategy, showed positive profit and cash flow, successfully navigating tariff impacts [54] Market Data and Key Metrics Changes - The company is experiencing strong demand in the generic market, with a robust pipeline of pharmaceuticals expected to go generic in the next five years, contributing to confidence in future growth [12][36] - The introduction of oral GLP-1s is anticipated to simplify distribution and potentially improve profitability, although the impact remains uncertain [29] - The biosimilars market is still in early stages, with the company focusing on supporting development while acknowledging hurdles to widespread adoption [41] Company Strategy and Development Direction - The company is focused on long-term investments and growth opportunities, managing the business with a multi-quarter outlook rather than short-term results [6][58] - The MSO strategy is differentiated by not being solely reliant on pharmaceutical revenue, instead leveraging strengths in various specialties and building an ecosystem that connects suppliers and clinical practices [20][24] - The company aims to maintain a strong balance sheet while returning capital to shareholders, with plans for M&A opportunities that align with existing strategies [59] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in navigating regulatory changes and maintaining profitability despite potential pressures from WAC reductions [14][15] - The company is optimistic about the at-home solutions business, positioning itself as a strong partner for the administration's regulatory goals [49][50] - The GMPD business turnaround is progressing well, with management highlighting productive conversations with customers regarding pricing adjustments [54] Other Important Information - The company is investing in its nuclear business, with a $150 million investment in new capacity and a focus on theranostics, which is expected to drive growth [43][45] - The competitive bidding rules for the at-home solutions business are expected to have a small near-term financial impact, with significant time to adapt before they take effect [50] Q&A Session Summary Question: How does the company view the sustainability of profit growth? - Management noted that while the long-term growth target is 5%-7%, recent performance has exceeded expectations due to outsized demand and strong operational execution [10][11] Question: What is the impact of WAC reductions on the distribution business? - Management acknowledged concerns but emphasized that the company has been adapting to industry changes and expects to be compensated for the services provided, regardless of regulatory changes [14][15] Question: How is the MSO strategy differentiated from competitors? - The company highlighted its focus on strengths in various specialties and the integration of data and clinical practices, rather than solely relying on pharmaceutical revenue [20][24] Question: What are the expectations for the generics market? - Management indicated strong demand and a robust pipeline of generics, while maintaining a cautious outlook on long-term growth expectations of 2%-3% [36][37] Question: What is the outlook for biosimilars? - Management expressed aspirations for the biosimilars market but noted that it is still in early stages and not yet a significant contributor to profitability [41][42]

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Core Insights - The company reported a successful financial year '24-'25 with a 4.3% like-for-like sales growth and a 5.8% operating profit growth despite facing unexpected costs related to National Insurance [1][2] - The company achieved the lowest team turnover and highest team engagement percentage, along with record guest review scores and a strong safety record, indicating a well-prepared business for future challenges [1] - The company acknowledges upcoming challenges due to high red meat costs but is actively working on mitigating these through its Ignite and capital programs, suggesting a temporary impact on growth [2] Financial Performance - The company delivered a 4.3% increase in like-for-like sales and a 5.8% increase in operating profit [1] - An unexpected GBP 11 million impact from National Insurance costs was noted in the second half of the year [1] - The company anticipates a reduction in debt service costs by GBP 130 million per annum as it approaches the years 2030 and 2031, positioning itself well for future opportunities [2] Operational Highlights - The company recorded the lowest team turnover and the highest team engagement percentage in its history [1] - Guest review scores reached an all-time high, reflecting improved customer satisfaction [1] - The remodel program yielded the highest return on investment ever, indicating effective capital allocation [1]