Time Finance has reported a profit before tax (PBT) of £7.9m ($10.6m) for the year ending 31 May 2025, a 34% increase from the £5.9m ($8m) recorded in the previous fiscal year. The company's lending book value reached £217.4m, showing an 8% growth, with deal origination also rising by 5% to £96.5m. Notably, the asset finance division, including the 'Hard' subset, and the invoice finance division, grew by 31% to £111m and 8% to £70m, respectively. Time Finance has also expanded its reach by introducing ...

Core Insights - The article highlights Davi Drummond's journey from Brazil's tech sector to pursuing an MBA at Copenhagen Business School (CBS) to enhance his strategic and business leadership skills [1][3][11] - Davi emphasizes the importance of innovation as a mindset for leading meaningful change, rather than merely a technological implementation [4][11] Group 1: Background and Motivation - Davi, an industrial engineer, transitioned from supply-chain roles to client-facing positions at Oracle and Salesforce, focusing on technology-driven solutions in Latin America [2] - The MBA program at CBS provided Davi with mentorship and networking opportunities, particularly through connections with influential business leaders [1][3] Group 2: Learning and Development - CBS's emphasis on contextual learning allowed Davi to frame his existing knowledge within a European context, enhancing his understanding of different governance models and cultural attitudes towards innovation [5][7] - The MBA experience helped Davi connect innovation with business strategy, enabling him to think critically about scaling ideas and embedding innovation sustainably within organizations [7][11] Group 3: Practical Application - Davi participated in a Strategy Project at CBS, collaborating with a Danish sports tech scale-up to develop a go-to-market strategy for Latin America, bridging his past experience with future goals [6] - His role at Accenture as an Experience Transformation Consultant allows him to implement technology solutions end-to-end, reflecting a natural evolution of his skills [6][11] Group 4: Cultural Insights and Comparisons - Davi notes the contrasts between Brazilian and Danish business practices, highlighting Brazil's flexibility and creativity versus Denmark's structured governance that supports long-term innovation [8] - He recognizes that innovation creates value differently depending on the business and societal context, reinforcing his ambition to act as a bridge between technology and business [8][11] Group 5: Advice for Future Participants - Davi advises prospective MBA students to understand their goals while remaining open to new directions, emphasizing the importance of cultural context in building relationships in Denmark [10]

मायसेल्फ राजेश कुमार कारे एस अ फाउंडर ऑफ आरपीएस वर्ल्ड क्लास बिजनेस कोचिंग। कितने लोग फ्यूचर में बिजनेसमैन बनना चाहते हैं. वेरी नाइस। बाकी सब जॉब करने वाले हैं। तो हम देखते हैं हमारी लाइफ में कि हम अपने आसपास जितने भी बिजनेस ओनर्स हैं वह एक जगह आकर स्टक हो जाते हैं। कुछ एक करोड़ पे, कुछ दो करोड़ पे, कुछ 5 करोड़ पे, कुछ 10 करोड़, 50 करोड़, 500 करोड़ पर एक जगह आके स्टक हो जाते हैं। हम बात करते हैं पुराने जमाने की कि जहां पर 10,000 करोड़ की कंपनी बनाने के लिए या 10,000 करोड़ की नेटवर्थ कंप्लीट करने के लिए हमको ...

U.S. oil major Exxon Mobil has no plans to resume operations in Russia, Chief Executive Darren Woods told the Financial Times in an interview on Thursday. ...

[Music] Good afternoon everyone. Am I audible. [Music] Thank you so much.So everyone here wants to be a content creator. Am I right. It is mandate here.So today I'll talk about how content creation is changing the business creating the revolution in the business and if I talk about like 10 years ago if you want to sell a product what will you do. You will just open a shop hang a billboard in front of the shop and you will wait like customer would notice and come inside and buy the product. Am I right.But no ...

How can you do it all at once? It’s a question that rings in the mind of many HR professionals, saddled with goal after goal, and for good reason. The workload of HR professionals is mighty, and the deliverables are grand. Upholding a business model, supporting your people strategy, keeping up with everchanging legal issues, all while attempting to plan for the future of work—it feels like carrying an entire tray of freshly shaken bottles of Coca-Cola, waiting to explode.But what if you could work towards t ...

Summary of Great-West Lifeco FY Conference Call Company Overview - **Company**: Great-West Lifeco (OTCPK:GRWF.F) - **Date of Conference**: September 08, 2025 Key Industry Insights - **Industry Focus**: Retirement and wealth management sectors in the U.S. and Canada - **Market Position**: Second largest retirement provider in the U.S. after significant consolidation and strategic transactions [5][6] Core Strategic Points - **Portfolio Transformation**: The company has shifted its focus towards capital-light businesses, which now constitute about two-thirds of its operations, including retirement, wealth, and group benefits [7][8] - **Earnings Growth Target**: The earnings growth target has been raised from 8% to a range of 8% to 10%, with a return on equity (ROE) target increased from 16%-17% to 19% plus [7][76] - **Capital Generation**: The company aims to generate over 580% of capital as a percentage of earnings over the medium term, emphasizing strong capital generation capabilities [7][30] Operational Focus - **Wealth Business Expansion**: The primary focus over the next two to three years is to expand the wealth business in the U.S., with a target to increase rollover capture rates by 30% [10][11] - **Cost Efficiency**: The company has a cost advantage, able to reduce costs by 30%-40% when integrating new books onto its platform [14][15] - **Diversified Revenue Streams**: Approximately 50% of revenues are asset-based fees, with an additional 25%-30% from transactional fees, providing a diversified revenue profile [19][21] Competitive Landscape - **Market Share Gains**: The company has successfully captured $135 billion in plan flows from competitors over the last three to four years, indicating strong organic growth [26][27] - **Pricing Strategy**: While there is some price competition, the company believes it often wins on service and capability rather than price alone [29] International Operations - **Canada**: The company is a leading group benefits provider in Canada, focusing on small and medium sectors while also moving into larger markets [49][50] - **UK Market**: The company is targeting growth in bulk annuities and pension risk transfer, with a focus on small to mid-sized transactions [58][63] Future Outlook - **M&A Strategy**: The company remains open to opportunistic acquisitions, particularly in the retirement sector, while maintaining strict price discipline [31][34] - **Productivity Initiatives**: Investments are being made to improve efficiency, particularly in Canada, with a goal to reduce the efficiency ratio from 56%-57% to below 50% [69][70] - **Technological Advancements**: The company is modernizing its tech platform to enable AI integration, which is expected to drive further efficiencies [68][70] Conclusion - Great-West Lifeco is strategically positioned for growth in the retirement and wealth management sectors, with a focus on capital-light businesses, strong capital generation, and a commitment to enhancing customer experience and operational efficiency. The company is well-prepared for potential market consolidation and is actively pursuing opportunities to expand its market share.

Blockchain Adoption - The document promotes a resource on how blockchain transforms business [1] - It encourages businesses to start a strategy session regarding blockchain [1] - The resource includes real-world examples and best practices [1]

Financial Data and Key Metrics Changes - Revenue increased by 36% year over year to $11.5 million in Q2 2025, driven primarily by the supply chain division's performance [5] - Net income surged 53% to $765,000, translating to earnings per share of $13.13 [6] - EBITDA rose to $900,000 from approximately $800,000 in 2024 [6] - Cash and equivalents grew to $5.2 million from $3.6 million at year-end [8] - Contracted backlog increased to $24 million as of June, up from $22 million in March [7] Business Line Data and Key Metrics Changes - Supply chain division revenues increased by 57% to $8.3 million [5] - RFID division experienced a temporary decrease in gross profit margin to 19.1% from 21.1% due to service line challenges [12] - Supply chain division maintained a gross profit margin of 24%, which is considered a sustainable baseline [13] Market Data and Key Metrics Changes - More than 60% of total consolidated revenues are now defense-based, with expectations for growth in 2026 [17] - The company is expanding its offerings to existing customers, particularly in Israel and India [26] Company Strategy and Development Direction - The company is focused on the defense sector while diversifying its customer base [4] - Plans to pursue strategic acquisitions and support organic growth are in place, backed by a strong financial foundation [8] - The company aims to improve margin performance and deliver better bottom-line results in the future [11] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the business trajectory for the remainder of 2025, raising full-year revenue guidance to between $45 million and $48 million [9] - The company anticipates a decline in revenue in the second half of the year compared to the first half due to exceptional first-quarter results and supply chain issues [28] Other Important Information - A non-cash goodwill charge of $700,000 was recorded in the RFID division, offset by favorable currency fluctuations [13] - Deferred revenue increased to $3.2 million from $2 million at year-end, indicating strong booking events [14] Q&A Session Summary Question: What percent of your revenue is now defense-based? - More than 60% of total consolidated revenues are defense-based, with anticipated growth in 2026 due to increasing demand [17] Question: Is the defense business mostly directly with the IDF or through other companies? - The defense business is primarily through Rafael, Elbit, and the Israeli aircraft industry, with recent bids directly with the IDF [18] Question: Why wouldn't a company like Elbit Systems acquire you? - There are no limitations to such an acquisition; it may be a strategic decision on their part [21] Question: Any progress on acquiring other companies? - The company is continuously evaluating at least two acquisition opportunities and will proceed if it benefits shareholders [22] Question: Did you gain any new major customers this quarter? - The growth primarily came from expanding offerings to existing customers rather than new customer acquisition [26] Question: Will the second half of the year see lower revenue compared to the first half? - Yes, the second half is expected to be lower due to exceptional first-quarter results and potential supply chain issues [28] Question: Can you provide more details on the robotics division? - The robotics division is focused on defense clients, with a backlog of $3 million, and is involved in projects with Elbit Systems [32] Question: How much of your business is due to replenishing defense stocks? - The Israeli defense industry is expected to see extensive budget expansion due to ongoing conflicts and the establishment of new production lines [44] Question: What are the international opportunities, particularly in India? - India is a major focus for expansion, with plans to potentially open a local office to capture more business opportunities [48]

Core Insights - The company reported improved earnings and steady sales growth in Q2 2025, with total sales increasing by 5% year-on-year to DKK 349 million, and organic growth of 3% [1][8] Sales Performance - Sales growth was observed in both B2B and B2C segments, although order intake slowed in the second quarter, particularly in the B2C segment due to weakening consumer confidence and retail spending [2] - The B2B segment saw a decline in project orders, while orders from housebuilders showed a positive trend [2] Financial Metrics - The gross margin increased to 23.7% in Q2 2025, up from 21.5% in Q2 2024, attributed to higher average selling prices and stable input costs [3] - Adjusted EBIT rose by 20% from DKK 28.0 million in Q2 2024 to DKK 33.6 million, with an adjusted EBIT margin of 9.6%, compared to 8.4% in the same period last year [3][8] - Free cash flow improved to DKK 32 million in Q2 2025 from DKK 26 million in Q2 2024, driven by higher earnings and improved net working capital [4][8] Strategic Developments - The company agreed to acquire the remaining 55% of online retailer Celebert ApS, following the majority shareholder's decision to exercise its put option, indicating confidence in Celebert's growth trajectory [5] - Full-year revenue guidance for 2025 has been narrowed to DKK 1,250–1,300 million, with adjusted EBIT expected in the range of DKK 90–110 million [6]