Confluent (CFLT) Hits New Low on Weak Revenue Outlook
Confluent fell for a fourth consecutive day on Thursday, to touch a new low of $17.51 apiece, as investor sentiment was dampened by its lower-than-expected revenue for the second quarter of the year.
During the period, Confluent, Inc. (NASDAQ:CFLT) grew its total revenues by 20 percent to $282 million from $235 million in the same period last year, as subscription revenues increased by 21 percent to $270.8 million from $224.7 million. However, total revenues missed analysts' consensus forecast by 2.69 percent.
In the same period, net loss also narrowed by 8.8 percent to $81.95 million from $89.9 million year-on-year.
In the first half, net loss shrank by 18.6 percent to $149.5 million from $183 million year-on-year, as total revenues grew 22 percent to $553 million from $452 million.
Looking ahead, Confluent, Inc. (NASDAQ:CFLT) expects subscription revenues to end between $281-$282 million, and to a range of $1.105 billion to $1.11 billion in the full-year period.
Copyright: buchachon / 123RF Stock Photo
Earnings per share were also pegged at $0.09-$0.10 in the third quarter and at around $0.36 in the full year.
While we acknowledge the potential of CFLT as an investment, our conviction lies in the belief that some AI stocks hold greater promise for delivering higher returns and have limited downside risk. If you are looking for an extremely cheap AI stock that is also a major beneficiary of Trump tariffs and onshoring, see our free report on the .

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
26 minutes ago
- Yahoo
1 Magnificent Canadian Tech Stock Down 42% to Buy and Hold Forever
Written by Amy Legate-Wolfe at The Motley Fool Canada When most investors think of Canadian tech, Shopify usually steals the spotlight. But dig a little deeper, and you'll find a lesser-known legend quietly turning its ship around: BlackBerry (TSX:BB). Yes, the same BlackBerry that once dominated your high school group chats is now powering the world's most secure communications and autonomous vehicles. And with shares down roughly 42% from 52-week highs, it may be one of the most magnificent Canadian tech stocks to buy and hold forever. About BlackBerry Before diving into why BlackBerry deserves a spot in your long-term portfolio, let's look at how far it has come. This isn't the same company that fizzled out in the smartphone wars. BlackBerry has completely reinvented itself, leaning into cybersecurity, artificial intelligence (AI), and embedded automotive software. It has gone from making phones to powering them, under the hood, literally. BlackBerry's recent earnings report for Q1 fiscal 2026 is a strong sign that the strategy is working. Revenue came in at $121.7 million, beating guidance. That's no small feat in today's macro environment. It also posted adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) of $16.4 million, another beat. The turnaround isn't just a one-quarter wonder. Its QNX segment, used in over 235 million cars globally, delivered $57.5 million in revenue, up 8% year over year. The division also produced an impressive adjusted EBITDA margin of 22%. Secure Communications, which includes government-grade cybersecurity offerings, posted $59.5 million in revenue and a 70% gross margin. Both segments beat guidance. That's not luck. That's execution. Why the dip? Despite the strong performance, BlackBerry stock is trading at around $5.09, far below its 52-week high of $8.86. That's a 42% drop, even though the business itself is in better shape than it has been in years. Part of this disconnect is due to the broader tech sell-off and investor fatigue from its past disappointments, not to mention meme stock history. But long-term investors know that price and value are not the same. From a valuation perspective, BlackBerry is now trading at 4 times sales and 3 times book value. Its forward price-to-earnings ratio sits at 36.1, which isn't outrageous for a tech company with renewed profitability, a clean balance sheet, and exposure to high-growth areas like embedded systems and cybersecurity. What to watch Cash is another feather in its cap. BlackBerry ended the quarter with $381.9 million in total cash and investments, compared to $235.7 million in debt. That gives it the flexibility to invest in growth or return capital to shareholders, which it did, buying back 2.6 million shares this quarter. In fact, the company just launched a share buyback program that shows it believes the stock is undervalued. Of course, it's not all smooth sailing. The company is still in the midst of proving its relevance in today's fast-moving tech world. Quarterly revenue fell slightly year over year, and the Secure Communications' net revenue retention rate dipped from 93% to 92%. But these are manageable bumps on an otherwise improving road. Looking ahead, BlackBerry is guiding for up to $538 million in total revenue for fiscal 2026 and non-GAAP earnings per share between $0.08 and $0.10. For a stock priced just over $5, that's compelling. It means investors are buying into a rare Canadian company that offers software-driven recurring revenue, growing margins, and, finally, net income. Bottom line So, is BlackBerry still a long shot? Maybe. But it's a lot less speculative than it used to be. The company has carved out a strong position in automotive tech and cybersecurity – two areas that aren't going anywhere. Its balance sheet is healthy. Its margins are expanding. And it just proved it can turn a profit. In short, this is no longer a turnaround story. It's a comeback. And with shares still deeply discounted from their highs, now may be the time to grab a slice and hold it for the long haul. Because when it comes to tech stocks you can actually feel good about owning in Canada, BlackBerry might just be one of the most magnificent. The post 1 Magnificent Canadian Tech Stock Down 42% to Buy and Hold Forever appeared first on The Motley Fool Canada. Should you invest $1,000 in BlackBerry right now? Before you buy stock in BlackBerry, consider this: The Motley Fool Stock Advisor Canada analyst team just identified what they believe are the Top Stocks for 2025 and Beyond for investors to buy now… and BlackBerry wasn't one of them. The Top Stocks that made the cut could potentially produce monster returns in the coming years. Consider MercadoLibre, which we first recommended on January 8, 2014 ... if you invested $1,000 in the 'eBay of Latin America' at the time of our recommendation, you'd have $24,927.94!* Stock Advisor Canada provides investors with an easy-to-follow blueprint for success, including guidance on building a portfolio, regular updates from analysts, and two new stock picks each month – one from Canada and one from the U.S. The Stock Advisor Canada service has outperformed the return of S&P/TSX Composite Index by 30 percentage points since 2013*. See the Top Stocks * Returns as of 6/23/25 More reading 10 Stocks Every Canadian Should Own in 2025 3 Canadian Companies Powering the AI Revolution Fool contributor Amy Legate-Wolfe has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Shopify. The Motley Fool has a disclosure policy. 2025

Yahoo
26 minutes ago
- Yahoo
Chase Neely PC Acquires TMBTQ™ Trademark Law Boutique, Building a National Platform for Entertainment, Corporate, and Federal IP Counsel
NASHVILLE, Tenn., August 08, 2025--(BUSINESS WIRE)--Chase Neely PC, a business‑affairs and entertainment law practice, today announced it has acquired TMBTQ™ Trademark Law Boutique ( founded by attorney Tamara Pester, effective July 11, 2025. The combination expands creator-focused legal services across entertainment, corporate, and federal trademark/copyright matters, providing clients with end-to-end coverage from startup through scale and into in-house counsel maturity. Under the transaction, Chase Neely PC will operate as a DBA, "TMBTQ", preserving the TMBTQ brand while integrating trademark prosecution, portfolio management, enforcement, and advertising compliance into Neely's existing business affairs and corporate offerings. Clients will retain their day‑to‑day relationships and gain access to a deeper bench for negotiations, brand protection, and ongoing corporate needs. "We're building a platform where great attorneys' books of business hold real value—and where clients get comprehensive, creator‑first counsel under one roof," said Chase Neely, Managing Attorney, Chase Neely PC. "TMBTQ adds the trademark and brand‑protection function we didn't have in‑house. Together, we can move faster on deals, defend the brands our clients are building, and support them from first contract to global scale." "After nearly two decades building TMBTQ, I'm ready to focus on select opportunities where I can add the most value," said Tamara Pester Schklar, Founder of TMBTQ. "I'm excited about the energy Chase brings and the potential for synergy and growth under new ownership. I'll continue in a senior counsel role, working alongside our existing team to support a handful of clients. This transition ensures continuity for clients while expanding the resources available to support them." What the combination delivers for clients End‑to‑end coverage: entertainment and corporate business affairs, contracts and negotiations, company formation and transactions, plus federal trademark strategy (clearance, filing, portfolio management, monitoring, enforcement) and copyright counsel. Continuity with increased capacity: existing matters are continued with the same trusted attorneys; clients gain access to specialist pods for faster turnaround. Fractional general counsel pathway: support from formation and growth through the stage when companies stand up full in‑house teams. Brand & structure During the integration period, the combined practice will be "Chase Neely PC, DBA TMBTQ." The TMBTQ brand will continue to be client-facing while the team integrates systems, processes, and shared service standards. Terms of the transaction were not disclosed. Growth outlook As part of a broader roll‑up strategy, the firm is actively exploring additional acquisitions of federal‑practice boutiques in intellectual property and complementary corporate areas, alongside priority hires to meet demand. About Chase Neely PC Chase Neely PC is a creator‑focused business‑affairs and entertainment law practice serving artists, authors, producers, creative companies, and growth‑stage businesses with legal solutions that protect value and accelerate deals. The firm advises on corporate, commercial, and entertainment matters with a focus on efficient execution and long‑term brand building. Learn more: About TMBTQ™ Trademark Law Boutique TMBTQ is a boutique legal practice specializing in federal trademark and brand protection for established companies, multi-generational family businesses, and entrepreneurs, including clearance, registration, portfolio management, monitoring, enforcement, and advertising compliance. Founded by attorney Tamara Pester, TMBTQ helps clients safeguard brand equity at every stage of growth. Learn more: View source version on Contacts Media ContactAshton Belk, PresidentHuebner Marketingashtonb@ • [970) 775-7140] Acquisition‑Related InquiriesChase Neely, Managing Attorney, Chase Neely PCchase@ Sign in to access your portfolio


Forbes
28 minutes ago
- Forbes
Why Lateral Career Moves Still Feel Risky—And What Leaders Can Do
Career growth inside companies still follows a narrow script—progress often defined by vertical movement alone. Lateral career moves—shifts across functions, divisions or geographies—rarely carry the same weight as upward ones, even when they build more range. That perception keeps many employees from considering them, even when the move might offer the most learning and the broadest exposure. Gallup's Q4 2024 research reveals the gap: while nearly 70% of employees are looking for a new role within their organization, only 28% would consider a lateral one. Those who do make such moves report lower clarity, less alignment with their strengths and less frequent recognition. The long-term benefits are real, but the short-term experience is often discouraging. To understand the deeper dynamics at play, I spoke with Michael Waldman, professor of management and economics at Cornell University, and Matthew Bidwell, professor of management at Wharton. Both have studied internal labor markets, mobility and career progression for years. Their research underscores a simple but often missed truth: access isn't enough. Without clarity, support and cultural reinforcement, even the best-designed mobility programs stall. Why Talent Marketplaces Alone Aren't Enough Internal talent marketplaces promised a new era—matching employees to opportunities in real time, breaking down silos and reducing reliance on personal networks. But the reality is more complicated. Waldman explained why: 'The manager doesn't want to lose their better worker because that hurts their bonus—and firms don't usually give bonuses for workers who are promoted out of your division and do well. If they did, it could change those incentives.' He also pointed to the signaling challenge. 'Promotions signal ability. Giving someone more responsibility without a title change doesn't send a clear signal to others that they've developed.' Bidwell added, 'Managers aren't rewarded for being net contributors to the broader company. They're rewarded for getting their team's work done, not for releasing talent into the system.' And yet, Waldman's research shows a clear upside: workers who are laterally moved are more likely to be promoted and experience greater wage growth over time. The path exists, but too few are supported to take it. 'Most lateral moves still happen through informal networks,' Bidwell said. 'If that's the only route, a lot of people get missed.' The Ladder Reflex In most leadership conversations I've been part of, career development still starts with a vertical frame. Talent reviews focus on 'next steps,' usually defined as the next level up. Growth is still most often defined as moving upward. I've watched org charts become templates for potential. Candidates plotted, 'ready now' or 'ready soon' labels attached, and the expectation set: wait your turn, move higher. But the best organizations interrupt this pattern. They begin talent reviews by asking who moved across the business. They look for transitions that added capability across functions, not just within them. Some lateral moves come with more responsibility but no support—what Dr. Laurence J. Peter called pseudo-promotions. They keep talent in the company but do little to help them grow. Waldman points out that without context, new teams often don't know what an internal hire brings, forcing them to prove themselves all over again. And in a world where AI is reshaping roles, skills and teams, clinging to vertical models only narrows future options. Consider Priya, a high-performing marketing lead who transitioned into product strategy. The move looked smart on paper. In practice, there was no onboarding, unclear expectations and no acknowledgment of her prior success. Six months in, she was gaining traction—but the rough start left her questioning whether her company truly supported internal mobility or just talked about it. Priya's experience reflects a broader issue: lateral moves are often treated as individual experiments rather than shared commitments. Now take David, a finance manager who moved into operations. His company had built a clear internal mobility system: a regularly updated skills inventory, a dedicated career advisor and a playbook for onboarding internal hires. His first month was structured around learning, with clear milestones reviewed by both his former and current managers. A year later, he'd led a cost-reduction initiative that drew on both his finance background and new operational insights. That move positioned him for an executive role the following year. David's success wasn't just about his ability. It was shaped by the system around him. What Great Companies Do Making lateral moves work requires more than a platform. It takes visibility, structural support and shared accountability. As Waldman noted, 'There are lots of things firms can do to avoid talent hoarding, but those things are costly—so sometimes they don't happen.' Bidwell emphasized that preparation matters just as much as the move itself: 'Often a lot of the process happens before the move—building skills, offering short‑term opportunities to prepare someone for the shift.' He also pointed to what kind of lateral moves tend to matter most: 'People who seemed to be benefiting were the ones moving to a different function. Getting broader functional experience, learning more about how the business operates—that was more valuable than doing the same thing somewhere else.' So what does it take? Here are six strategies to help lateral career movement become a growth engine, not a sideline. Six Ways to Make Lateral Moves Work Share stories of lateral moves in company updates—not as policy footnotes but as real growth journeys. Celebrate them with the same energy as promotions. They signal momentum. Internal movers need a reintroduction. That means a thoughtful onboarding plan, context around their past wins and the same level of support you'd give an external hire. Don't just show vertical paths. Highlight real examples of lateral steps that unlocked broader roles later. Show that sideways can lead forward. Reward leaders who grow and release talent. During talent reviews, ask: who developed across the business this year? What enabled those moves? Create roles or programs that help employees explore new functions, assess transferable skills and prepare for moves. Layer in learning pathways built specifically for internal transitions. Make it part of the culture—not just the scorecard—to celebrate leaders known for developing and moving talent. And track who never does. Hoarding is a systems issue, not just a personal one. Building A System Around The Lateral Move When lateral career moves are overlooked or unsupported, companies don't just stall talent. They stall possibility. Innovation slows. Succession pipelines shrink. Employees grow disengaged when the only visible path doesn't match their skills. Lateral movement shouldn't be a gamble or a test of perseverance. It should be one of the ways organizations build range, depth and future leadership. As Bidwell put it, 'If talent mobility is invisible, it doesn't feel like a real option to the employee or the manager.' Movement alone doesn't shape careers. It's what surrounds the move—support, visibility, and context—that defines its impact.