Private Equity-Backed VeloBank Eyes Polish M&As After Citi Deal
'Any assets that will help our strategy to expand our scale may be potentially interesting for us and our investors,' VeloBank Chief Executive Officer Adam Marciniak said in an interview. He declined to name any specific targets but said 'our cooperation with Cerberus is optimal.'
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Yahoo
25 minutes ago
- Yahoo
Basilea Pharmaceutica Ltd (BPMUF) (H1 2025) Earnings Call Highlights: Strong Revenue Growth and ...
This article first appeared on GuruFocus. Global In-Market Sales Increase: Procemba sales increased by 24.8% for the 12-month period ending March 2025. Royalty Income Growth: 21.7% year-on-year increase in royalty income. Operating Result: Positive operating result of CHF 24 million for the first six months of 2025. Additional Funding: Secured $39 million in non-dilutive funding from BAA. Revenue: Total revenue of CHF 104 million, a 36% increase compared to the first half of 2024. Operating Expenses: CHF 55.7 million, mainly due to costs associated with the ongoing phase 3 program. Net Profit: CHF 15.8 million, compared to CHF 20.7 million in the first half of 2024. Net Cash Position: Positive net cash position of CHF 50.7 million as of June 30, 2025. Operating Cash Flow: Positive cash flow of CHF 23.1 million from operating activities. Debt Reduction: Reduced total debt by CHF 138.3 million from 2022 through June 30, 2025. Full Year 2025 Guidance: Total revenue expected to increase by about 8% to CHF 225 million. R&D Expenses: Projected to rise to CHF 105 million for 2025. Operating Profit Guidance: Expected operating profit of approximately CHF 50 million for 2025. Warning! GuruFocus has detected 5 Warning Signs with BPMUF. Is BPMUF fairly valued? Test your thesis with our free DCF calculator. Release Date: August 19, 2025 For the complete transcript of the earnings call, please refer to the full earnings call transcript. Positive Points Basilea Pharmaceutica Ltd (BPMUF) reported a strong financial performance for the first half of 2025, with a positive operating result of CHF 24 million. The company's leading commercial product, Procemba, saw a 24.8% increase in global in-market sales, contributing to a 21.7% year-on-year increase in royalty income. Basilea secured an additional $39 million in non-dilutive funding from BAA to support the development of its antifungal candidates. The company successfully launched its antibiotic Zayra in the US through a partnership with Innoviva Specialty Therapeutics. Basilea expanded its portfolio by in-licensing ceftibutin deaborbactam, a phase 3 ready novel oral antibiotic for complicated urinary tract infections. Negative Points The net profit for the first half of 2025 decreased to CHF 15.8 million from CHF 20.7 million in the first half of 2024, due to a one-time income tax benefit in the previous year. The company anticipates a 17% reduction in product revenue to about CHF 48 million year-on-year due to a decrease in product supply to Pfizer. R&D expenses are projected to rise to CHF 105 million, driven by the in-licensing transaction and associated costs. The phase 3 program for the newly in-licensed antibiotic is expected to start in approximately 18 months, which may delay potential revenue contributions. Currency fluctuations, particularly the devaluation of the US dollar against the Swiss franc, impacted financial results. Q & A Highlights Q: Why is there an 18-month delay before starting the phase 3 trial for the newly in-licensed antibiotic? Does this relate to securing additional funding? A: David Veitch, CEO, clarified that the delay is not due to funding issues. The 18-month period is necessary for regulatory interactions with health authorities and operational setup. Marc Engelhardt, CMO, added that the studies require a large patient supply, which takes time to prepare. Q: How does the expanded access program for fosmanogepix impact regulatory approval, given the large number of patients involved? A: Marc Engelhardt, CMO, explained that the data from the expanded access program could serve as confirmatory evidence in an NDA filing, provided it meets FDA guidelines for completeness and context. Q: How does the new oral antibiotic fit into the treatment landscape for complicated UTIs, which is dominated by IV treatments? A: Marc Engelhardt, CMO, stated that the oral antibiotic will serve both as an initial empirical therapy and a step-down treatment from IV antibiotics, offering flexibility in hospital and outpatient settings. Q: Why is there expected softness in product revenues in the second half of the year? A: Adesh Kaul, CFO, explained that the fluctuation is due to product delivery schedules and initial supplies related to the US launch and other markets, rather than any underlying weakness. Q: What factors could accelerate enrollment in the fosmanogepix phase 3 program? A: Marc Engelhardt, CMO, mentioned that geographic analysis and increased sponsor engagement at underperforming sites could enhance enrollment rates. Q: Can you provide details on the sales and marketing infrastructure for Zevtera's US rollout? A: David Veitch, CEO, highlighted that Innoviva Specialty Therapeutics has extensive experience in launching antibiotics, with a comprehensive US coverage including sales, medical affairs, and access teams. Q: How does the oral antibiotic compare to GSK's oral carbapenem in clinical development for complicated UTIs? A: Marc Engelhardt, CMO, noted that while there are similarities in trial design, the new antibiotic offers advantages in spectrum and dosing frequency, potentially capturing significant market share. Q: How is Crescemba performing in the APAC region, and how will it mitigate the impact of the 2027 loss of exclusivity? A: Adesh Kaul, CFO, reported strong growth in APAC, particularly in Japan, where exclusivity extends beyond 2027, contributing to sustained revenue despite upcoming patent expirations. For the complete transcript of the earnings call, please refer to the full earnings call transcript. 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Fast Company
26 minutes ago
- Fast Company
A creative's guide to community-building
I grew up on different continents—Africa, Europe, and North America. Having the privilege of living in and experiencing diverse countries and cultures during my formative years made it clear to me that, while we are all unique in many ways, there are still core things that are universal. We all want to nurture and spend time with our families. We all want to have fulfilling careers and to feel safe. We all value community. That last shared sentiment is at the center of a brand purpose trend that has remained largely resilient, despite some who claim otherwise. Studies show that we're still in an era where people not only demand brands that reflect their values, but show a deep commitment to a communalcause. We want brands to create change that makes our lives better, not just make a healthy profit. These alignments are areas where brands can lean in, promote belonging, and foster unity at a time of growing divisiveness. Creatives can be valuable partners in this, too—lending brands their insight as well as design, advertising, and strategic expertise. But only if we properly value and nurture their rich spectrum of lived experiences, encouraging the unique qualities that make creatives essential to cultivating a sense of togetherness. That's why, as community-building becomes the new imperative, we must provide creatives with environments that not only celebrate their work, but their individual voices and points of view. Community from creativity Creativity is more than a tool for messaging and communication. Its impact can transcend business into culture, helping us see the world in exciting new ways. And when you choose to be a creative, you're joining a community with its own codes and way of operating. Being in a creative community necessitates a willingness to contribute, participate, and add/realize value for everything from a group of people to an entire industry. As importantly, creative communities tend to have a diversity of perspective that results in more provocative ideas built from lived experiences and unique insights. For example, in working on a community engagement-focused campaign for Delta Air Lines, alongside their in-house agency and graduates from D&AD Shift—our night school for self-taught creatives—I was often surprised by the unexpected ideas shared by our incredible talent. They're a part of so many different subcultures, spread across the worlds of music, fashion, comedy, and more. And they are navigating their differences while developing their own community, making them experts at helping brands do the same. That ability to turn diverse perspectives into shared purpose is rare—especially post-COVID—and it's a quality that must be protected as countless influences increasingly drive us apart. Build a better community The best creative communities don't just happen. They're designed with intention, and they're given the clarity, investment, and support needed to thrive. In my work at Kin and D&AD, I've seen that, for creative people, prioritizing community-building means cultivating a safe space to share, debate, and discuss ideas. That takes prioritizing several core principles: Embrace people as they are: Pioneering creatives can come from any cultural or economic background and be at any stage of their careers. Low-cost tools and social media have also given birth to a generation of self-taught creatives with an entirely different life experience. Celebrate their unique personalities and perspectives. It's their ability to use their insights to notice and address challenges that create value. Recognize and affirm progress: While making room for acknowledgement may seem like something that should be a secondary concern, it's actually key to motivating and inspiring achievement. Incremental changes, consistently executed, lead to massive gains. Both deserve a nod when working with creatives. Positive friction is creative fuel: There's nothing wrong withdisagreement when it's structured and done respectfully. In fact, it's entirely expected when different perspectives come together around creative work. Lively conversation, debate, and collaboration create camaraderie and a sense of shared ownership of creative ideas, elevating them to more potent outcomes. Treat failure as R&D: That meanscelebrating risk-taking and losses as essential parts of the creative journey. They are the building blocks of innovative ideas, important signs that you're experimenting with something interesting and on the path to inventing something original, as long as you learn and evolve from them. Creatives need more environments that wholehearted embrace these principles, giving them a foundation that enhances community-building potential. That way, as brands and organizations increasingly leverage community-based approaches, they'll do so more authentically and in ways that add value to businesses and the broader culture.
Bloomberg
28 minutes ago
- Bloomberg
UK Households Are Bracing for Higher Grocery Bills, BRC Says
UK consumers remained subdued this month as rising prices threaten to eat into household budgets, a survey by the British Retail Consortium showed. About 42% of respondents in the BRC's August survey said they expect to spend more on groceries over the next three months compared to the previous period, according to a statement Thursday. About 11% said they expect to spend less.
