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Hudson's Bay Signs Lease Deal With Chinese Billionaire

Hudson's Bay Signs Lease Deal With Chinese Billionaire

Yahooa day ago

Hudson's Bay has entered into a definitive agreement to sell up to 28 leases in Ontario, Alberta and British Columbia to Ruby Liu Commercial Investment Corp., a company operating shopping centers in Canada and Asia and controlled by billionaire Ruby Liu.
According to information from the Toronto-based Hudson's Bay, Liu intends to launch 'a new modern department store concept' in Canada. She would, however, be unable to operate the stores under the Hudson's Bay banner considering earlier this month the intellectual property of Hudson's Bay was purchased by Canadian Tire Corp., one of Canada's largest retailers, unless some agreement was worked out. Canadian Tire spent 30 million Canadian dollars to own the time-honored HBC stripes and various company names, logos, designs, coat of arms and brand trademarks.
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Resurrecting Hudson's Bay, in a Limited Way
Hudson's Bay filed for creditor protection under the CCAA in March, citing over $1.1 billion in debt. Despite efforts to restructure, the company initiated full liquidation after failing to secure necessary financing.
Liu is the chairwoman of Central Walk, which develops and operates commercial real estate in Asia and Canada, including the Mayfair Shopping Centre in Victoria, and Tsawwassen Mills Outlet Shopping Mall and Woodgrove Centre in Nanaimo, British Columbia. Three of the leases sought by Liu are in those three shopping centers in Canada. The locations of the other leases as of yet have not been disclosed. Terms of the agreement were also not disclosed.
Liu has a reputation for bringing a variety of events and experiences to her company's mall properties, which offer more than just dining and shopping. She entered Canada's commercial real estate market five years ago by purchasing the Woodgrove Centre in Nanaimo. It is believed that the mall is up for sale.
In 2021, Liu purchased the Mayfair Shopping Centre in Victoria. A year later she bought Tsawwassen Mills mall in Vancouver.
Liu's pending acquisition of the leases is the result of a bidding process where the court determined that the transaction would be in the best interests of Hudson's Bay and its stakeholders and creditors. The company remains in discussions with other bidders regarding certain other lease locations.
The deal with Liu requires the approval of the court and the landlords. Currently, Hudson's Bay is liquidating all of its 80 stores, a process expected to be completed next month. The liquidations will cost approximately 8,000 workers in Canada their jobs.
Among Hudson's Bay's key locations are those in downtown Toronto on Queen Street; the Yorkdale Shopping Center in Toronto; the Hillcrest Mall in Richmond Hill, Ontario; in downtown Montreal; in Laval and in Pointe-Claire, both cities in Quebec.
Hudson's Bay was part of the same retail group that was led by Richard Baker and owned Saks Fifth Avenue and Saks Off 5th. But when Saks purchased the Neiman Marcus Group in December in a $2.7 billion deal, Hudson's Bay was separated from the operation. Baker's NRDC Equity Partners bought Hudson's Bay in 2008 for around $1 billion from the widow of South Carolina industrialist Jerry Zucker, who bought Hudson's Bay two years before for $1.1 billion.
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DoorDash CEO Tony Xu is taking on the role of industry consolidator in food delivery
DoorDash CEO Tony Xu is taking on the role of industry consolidator in food delivery

CNBC

time28 minutes ago

  • CNBC

DoorDash CEO Tony Xu is taking on the role of industry consolidator in food delivery

During the depths of the Covid pandemic, with restaurants around the country facing an existential crisis, DoorDash CEO Tony Xu had an unconventional proposal. He wanted to cut commissions. Chief Business Officer Keith Yandell worried that such a move would result in a massive hit to profits ahead of the company's planned IPO. But Xu made a persuasive case. "If restaurants don't thrive, we cannot," Yandell told CNBC in a recent interview, recalling Xu's perspective at the time. "We need to take a leadership position." The company ended up sacrificing over $100 million in fees, Xu later said. Since starting DoorDash on the campus of Stanford University in 2013, the now 40-year-old CEO has navigated the notoriously cutthroat and low-margin business of food delivery, building a company that Wall Street today values at close to $90 billion. The stock has emerged as a tech darling this year, jumping 23%, while the Nasdaq is still down for the year largely on tariff concerns. More than four years after its IPO, net profits remain slim. But that's not getting in the way of Xu's mission to become an industry consolidator, using a combination of cash and new debt to fuel an acquisition spree at a time when big tech deals remain scarce. Earlier this month, DoorDash scooped up British food delivery startup Deliveroo for about $3.9 billion and restaurant technology company SevenRooms for $1.2 billion. "What we've delivered for a customer yesterday probably isn't good enough for what we will deliver for them today," Xu told CNBC's "Squawk Box" after the deals were announced. This week DoorDash announced the pricing of $2.5 billion in convertible debt, and said the proceeds could be used in part for acquisitions. The San Francisco-based company has a history with scooping up competitors to grow market share. In 2019, it bought food delivery competitor Caviar for $410 million from Square, now known as Block. About two years later, DoorDash said it was paying $8.1 billion for international delivery platform Wolt. The deal was its last big transaction until this month. When DoorDash entered the food delivery market, it had to face off against the likes of GrubHub and Seamless, which later joined forces. That combined entity was bought late last year by restaurant owner Wonder Group. In 2014, Uber launched Uber Eats, which is now DoorDash's biggest competitor in the U.S. "It's a very competitive market, and I think merchants do have choice," Xu said in the CNBC interview. "What we're focused on is always trying to innovate and bring new products to match increasing standards and expectations from customers." DoorDash didn't make Xu available for an interview for this story, but provided a statement about the company's acquisition strategy. "We're very picky, very patient, and conscious that, for most companies, deals don't work out in hindsight," the company said. "When we see an opportunity that brings value to customers, expands our potential to empower local economies around the world, and has a path to strong long-term returns on capital, we tend to push our chips in." DoorDash differentiated itself early on by cornering suburban markets that had fewer delivery options, while other players attacked city centers. When Covid shut down restaurant dining in early 2020, DoorDash capitalized on the booming demand for deliveries. Revenue more than tripled that year, and grew 69% in 2021. Colleagues and early investors credit a customer-first focus for much of Xu's success. Gokul Rajaram, who joined DoorDash through its Caviar acquisition, described Xu as "the best operational leader in the U.S." after Amazon founder Jeff Bezos. Restaurants haven't universally viewed DoorDash as an ally. Commissions can reach as high as 30%, which is a hefty cut to fork over. Many restaurants have reluctantly paid the high fees because of DoorDash's dominant market share, which reached an estimated 67%. In 2021, the company introduced three tiers of pricing, with a basic option at 15% for more price-sensitive businesses. DoorDash needs the high fees in order to stay in the black. The company's contribution profit as a percentage of total marketplace volume hovers below 5%. Colleagues who have known Xu for decades say the food delivery entrepreneur hasn't changed much since the early days of the company. Yandell said Xu once took advice from his young daughter, who complained about a routing issue while accompanying him on food delivery orders. All employees, including Xu, are required to complete orders and handle support calls every year as part of the company's WeDash program. In a part of the country known for the pomp of its wealthy founders, Xu has a very different reputation. Early workers recall memories of Xu pulling up in a dilapidated green 2001 Honda Accord to team events, or participating in company knockout basketball games referred to as "knockys," next to the animal hospital in Palo Alto, which DoorDash briefly called its headquarters. Xu also personally approved every offer for the company's first 4,000 employees. Xu spends many mornings answering customer service complaints. He often drops his kids off at school and, after tucking them in at night, hops on calls with international regions, colleagues say. Xu is an avid Gold State Warriors basketball fan but has a soft spot for the Chicago Bulls, having spent many years in Illinois. Once or twice a week, Xu squeezes in a morning run, and will often do so while traveling to explore different neighborhoods and stores. Xu was born in China and moved with his family to Champaign, Illinois, in 1989. Growing up, he played basketball and mowed lawns to save up for a Nintendo. He told Stanford's View From the Top podcast in 2021 that the experience, and watching his parents hustle, taught him how to "earn your way into better things." His "characteristics became the company's values," said Alfred Lin, an early DoorDash investor and partner at venture firm Sequoia. Xu often attributes his entrepreneurial spirit to his parents. His mother worked as a doctor in China, and juggled three jobs in the U.S. for over a decade, saving up enough to eventually open a medical clinic. His father worked as a waiter while pursuing a Ph.D. Xu said on the podcast that watching his mom gave him a deep understanding of what it takes to run a small business, which came in handy in DoorDash's early years as he was trying to convert restaurants into customers. Employees say Xu has a reputation for detecting hidden talents among his colleagues. Jessica Lachs, the company's chief analytics officer, was working as a general manager assisting with DoorDash's Los Angeles launch when Xu guided her toward her passion for data. "He believes in leaning into the things you're really good at, rather than trying to be mediocre at a lot of things," she said. After Toby Espinosa, DoorDash's ads vice president, lost a deal with a major fast food company during his early years at the startup, Xu told him to work "10 times harder" and become an expert in his field. A few years later, the company secured the partnership, Espinosa said. Grit and struggle defined the early years of DoorDash. The founding team of four managed deliveries around Stanford and Palo Alto though a Google Voice number directed to their cellphones. DoorDash emerged out of a Stanford business school course known as Startup Garage, taught by Professor Stefanos Zenios. The class requires students to present a business idea, test it, and then pitch it to investors. Zenios said Xu stood out with his data-driven approach and natural leadership qualities. The team tested two different ideas, including a platform that helped small businesses better track the effectiveness of their marketing, he recalls. Zenios called the idea to target suburban areas a "brilliant insight." Xu and his team entered Y Combinator in the summer of 2013. The three-month startup accelerator program is known for spawning companies like Airbnb, Stripe and Reddit. Every session culminates with a demo day in front of some of Silicon Valley's biggest investors. The DoorDash idea excited Paul Buchheit, creator of Gmail and a partner at Y Combinator. But like many other potential investors, Buchheit was skeptical about the economic model. "You had a talented team of founders working on what I thought was an idea that had potential," he said. "That's basically the formula for a good startup." On pitch day, the company failed to lure any venture firms, but Buchheit later participated as a seed investor. Shortly after demo day, DoorDash encountered Saar Gur of Charles River Ventures. Gur had been looking for a food delivery platform to back and was conducting due diligence on another company when a friend led him to DoorDash. By the end of their first meeting, they were "finishing each other's sentences," Gur said. Sequoia's Lin initially passed on DoorDash after the Y Combinator pitch, but kept in touch with the team. Lin said he wanted to see data that showed the platform could penetrate beyond Stanford and Palo Alto, and retain customers. He ended up leading two institutional rounds, attaining a 20% stake for Sequoia at the time of the IPO. "Tony always believed that his company would succeed, or they'll find a way to succeed," Lin said. Shortly after its Y Combinator stint, DoorDash hit an early roadblock. Following a Stanford football game, a rush of orders bombarded its delivery system causing massive delays, Xu told Y Combinator's CEO Garry Tan in an interview this year. The founders refunded the orders and spent the night baking cookies, then driving them to customers early the next morning. Oren's Hummus co-owner Mistie Boulton said DoorDash still takes that approach. The team comes to meet with her every quarter and she serves as a beta tester for new products. The restaurant, which started in Palo Alto and has since expanded to a half-dozen locations across the Bay Area, was one of DoorDash's first clients, latching onto the opportunity to reach more customers beyond its small establishment that frequently had lines snaking out the door. "We just fell in love with the idea," Boulton said. "The number one thing that encouraged and enticed me to want to work with them was Xu's passion. He really is one of those people that you can count on." Wall Street is now counting on Xu's ability to execute big deals, even with the company having this month surpassed $10 billion in delivery orders worldwide. The acquisition of Deliveroo, based in London, marks a renewed effort by DoorDash to expand its presence overseas, following the purchase of Finland's Wolt three years ago. The cash deal for SevenRooms, a New York City-based data platform for restaurants and hotels to manage booking information, takes DoorDash into an entirely new category. Xu told CNBC that DoorDash is a "multi-product company now that's operating on a global scale." Following the acquisition announcements, which coincided with a disappointing earnings report in March, analysts at Piper Sandler reiterated their hold recommendation on the stock. One reason for concern, they said, was that "integrating multiple acquisitions at once may create some noise near-term."

Trump fast-tracks Utah uranium mine, but industry revival may wait for higher prices
Trump fast-tracks Utah uranium mine, but industry revival may wait for higher prices

Yahoo

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  • Yahoo

Trump fast-tracks Utah uranium mine, but industry revival may wait for higher prices

SALT LAKE CITY (AP) — In the southeastern Utah desert famous for red rock arches and canyon labyrinths, the long-dormant uranium mining industry is looking to revive under President Donald Trump. Hundreds of abandoned uranium mines dot the West's arid landscapes, hazardous reminders of the promise and peril of nuclear power during the Cold War. Now, one mine that the Trump administration fast-tracked for regulatory approval could reopen for the first time since the 1980s. Normally it would have taken months, if not years, for the U.S. Bureau of Land Management to review plans to reopen a project like Anfield Energy's Velvet-Wood mine 35 miles (56 kilometers) south of Moab. But the bureau's regulators green-lit the project in just 11 days under a 'national energy emergency' Trump has declared that allows expedited environmental reviews for energy projects. More permits and approvals will be needed, plus site work to get the mine operating again. And the price of uranium would have to rise enough to make domestic production financially sustainable. If that happens, it would mean revival — and jobs — to an industry that locally has been moribund since the Ronald Reagan era. 'President Trump has made it clear that our energy security is national security," Interior Secretary Doug Burgum said in announcing the fast-tracking policy in April. 'These emergency procedures reflect our unwavering commitment to protecting both.' More fast approvals appear likely. Trump's order also applies to oil, gas, coal, biofuel and hydropower projects — but not renewable energy — on federal lands. Conditions are ripe for more U.S. uranium mining Global uranium prices are double what they were at a low point seven years ago and, for the past year, the U.S. has banned uranium imports from Russia due to that country's 2022 invasion of Ukraine. More domestic mining would address a major imbalance. The U.S. imports about 98% of the uranium it uses to generate 30% of the world's nuclear energy. More than two-thirds of U.S. imports come from the world's top three uranium-mining countries: Canada, Australia and Kazakhstan. Less government regulation won't spur more U.S. uranium mining by itself. The market matters. And while spot-market prices are up from several years ago, they're down about a third from their recent high in early 2024. While some new uranium mining and processing projects have been announced, their number falls far short of a surge. That suggests prices need to rise — and stay there — for a true industry revival, said John Uhrie, a former uranium executive who now works in the cement industry. 'Until the price goes up dramatically, you're not going to be able to actually put these places into operation,' Uhrie said. 'You need significant capital on the ground.' Still, the industry is showing new life in the Southwest. Anfield Energy, a Canadian company, also looks to reopen the Shootaring Canyon uranium mill in southern Utah near Glen Canyon National Recreation Area. It closed in the early 1980s. A uranium mill turns raw ore into yellowcake, a powdery substance later processed elsewhere into nuclear fuel. Anfield officials did not return messages seeking comment on plans to reopen the mill and the Velvet-Wood mine. Energy Fuels, another Canadian company which ranks as the top U.S. uranium miner, opened the Pinyon Plain mine about 10 miles (16 kilometers) from the Grand Canyon in late 2023. And just off U.S. 191 in southeastern Utah is a hub of the industry, Uranium Fuels' White Mesa mill, the country's only uranium mill still in operation. In Moab, uranium has a long — and mixed — legacy These days, Moab is a desert tourism hot spot bustling with outdoor enthusiasts. But the town of 5,200 has a deeper history with uranium. Nods to Moab's post-World War II mining heyday can been spotted around town — the Atomic Hair Salon isn't just named for its blowout hairstyles. The biggest reminder is the Moab Uranium Mill Tailings Remedial Action project, a 480-acre (194-hectare) site just outside town. The decades-long, $1 billion U.S. Department of Energy effort to haul off toxic tailings that were leaching into the Colorado River upstream from the Grand Canyon and Lake Mead should wrap up within five more years. That mill's polluting legacy makes some Moab residents wary of restarting uranium mining and processing, especially after the Trump administration cut short their ability to weigh in on the Velvet-Wood mine plans. 'This was a process I would have been involved in,' said Sarah Fields, director of the local group Uranium Watch. 'They provided no opportunity for the public to say, 'You need to look at this, you need to look at that.'" Grand Canyon Trust, a group critical of the Pinyon Plain mine as a danger to groundwater, points out that the U.S. nuclear industry isn't at risk of losing access to uranium. 'This is all being done under the assumption there is some energy emergency and that is just not true,' said Amber Reimondo, the group's energy director. Supply and demand will decide uranium mining's future Hundreds of miles to the north, other nuclear energy projects point to the U.S. industry's future. With Bill Gates' support, TerraPower is building a 345-megawatt sodium-cooled fast reactor outside Kemmerer in western Wyoming that could, in theory, meet demand for carbon-free power at lower costs and with less construction time than conventional reactor units. Meanwhile, about 40% of uranium mined in the U.S. in 2024 came from four Wyoming 'in-situ' mines that use wells to dissolve uranium in underground deposits and pump it to the surface without having to dig big holes or send miners underground. Similar mines in Texas and Nebraska and stockpiled ore processed at White Mesa accounted for the rest. None — as yet — came from mines in Utah. Powering electric cars and computing technology will require more electricity in the years ahead. Nuclear power offers a zero-carbon, round-the-clock option. Meeting the demand for nuclear fuel domestically is another matter. With prices higher, almost 700,000 pounds of yellowcake was produced in the U.S. in 2024 — up more than a dozen-fold from the year before but still far short of the 32 million pounds imported into the U.S. Even if mining increases, it's not clear that U.S. capacity to turn the ore into fuel would keep pace, said Uhrie, the former uranium mining executive. "Re-establishing a viable uranium industry from soup to nuts — meaning from mining through processing to yellow cake production, to conversion, to enrichment to produce nuclear fuel — remains a huge lift," Uhrie said. ___ Gruver reported from Cheyenne, Wyoming. Mead Gruver And Hannah Schoenbaum, The Associated Press

In Largest Molecular Residual Disease (MRD) Study in Colon Cancer, Guardant Reveal Testing Prior to Chemotherapy Provides Robust Stratification for Risk of Disease Recurrence and Survival to Enable Timely Treatment Decisions
In Largest Molecular Residual Disease (MRD) Study in Colon Cancer, Guardant Reveal Testing Prior to Chemotherapy Provides Robust Stratification for Risk of Disease Recurrence and Survival to Enable Timely Treatment Decisions

Yahoo

time29 minutes ago

  • Yahoo

In Largest Molecular Residual Disease (MRD) Study in Colon Cancer, Guardant Reveal Testing Prior to Chemotherapy Provides Robust Stratification for Risk of Disease Recurrence and Survival to Enable Timely Treatment Decisions

Data support routine use of circulating tumor DNA testing in management of stage III colon cancer patients Tumor fraction analysis provides further insights for patient management in patients with ctDNA detected PALO ALTO, Calif., May 31, 2025--(BUSINESS WIRE)--Guardant Health, Inc. (Nasdaq: GH), a leading precision oncology company, and its research collaborators today presented results of the largest study to date evaluating circulating tumor DNA (ctDNA) in colon cancer prior to chemotherapy, demonstrating the ability of the Guardant Reveal™ test to stratify the risk of disease recurrence and overall survival, and thus inform treatment decisions after surgery. Data from the phase III trial of FOLFOX-based adjuvant chemotherapy (NCCTG N0147) involving over 2,000 patients with stage III colon cancer with median follow-up of 6.1 years were presented at the 2025 American Society for Clinical Oncology (ASCO) Annual Meeting. Results demonstrated that circulating tumor DNA detected in the bloodstream after cancer surgery and prior to the start of adjuvant therapy, using the Guardant Reveal test, is a strong predictor of the risk of disease recurrence and poorer survival, and suggest the potential for ctDNA testing to improve decision-making at a critical time point for post-operative chemotherapy. Specifically: Among patients with post-surgical ctDNA detected, 62.6% had the cancer return within 3 years, despite having had adjuvant chemotherapy, while only 15.4% of patients with undetectable ctDNA recurred in the same period. The level of ctDNA, or tumor fraction, showed promise in identifying individuals who are less likely to clear residual disease with adjuvant treatment. "Thirty percent of patients with stage III colon cancer will relapse after surgery, despite having standard adjuvant chemotherapy," said Frank Sinicrope, MD, professor of oncology and medicine at Mayo Clinic and principal investigator for the study. "In this study, we demonstrate that analysis of postsurgical ctDNA can improve the prediction of disease recurrence over standard staging criteria, which may help guide patient management and follow-up. These data further support the routine use of ctDNA in management of stage III colon cancer patients." "With the Guardant Reveal test, a simple blood draw can be used to identify colorectal cancer patients who have molecular residual disease and are most likely to benefit from adjuvant therapy," said Helmy Eltoukhy, Guardant Health chairman and co-CEO. "This large study confirms the test's ability to identify high risk of cancer returning and support oncologists in making more informed therapeutic decisions to help improve patient outcomes." The full abstract for the presentation can be found on the ASCO website. About Guardant Reveal Guardant Reveal, which runs on the Guardant Infinity™ smart liquid biopsy platform, is a blood test that uses epigenomic (methylation) analysis to detect circulating tumor DNA, a marker of minimal residual disease, to predict cancer recurrence, helping to guide clinical decisions after surgery or chemotherapy. The test is covered by Medicare for patients with colorectal cancer in the early post-surgical setting and for surveillance testing to monitor for disease recurrence after curative intent treatment. About Molecular Residual Disease Molecular residual disease refers to a subclinical measure of cancer burden that remains during and following treatment. A patient's MRD status is a reliable indicator of clinical outcome and response to therapy and can be used for risk stratification and to guide treatment options when used in conjunction with other clinical data. About Guardant Health Guardant Health is a leading precision oncology company focused on guarding wellness and giving every person more time free from cancer. Founded in 2012, Guardant is transforming patient care and accelerating new cancer therapies by providing critical insights into what drives disease through its advanced blood and tissue tests, real-world data and AI analytics. Guardant tests help improve outcomes across all stages of care, including screening to find cancer early, monitoring for recurrence in early-stage cancer, and treatment selection for patients with advanced cancer. For more information, visit and follow the company on LinkedIn, X (Twitter) and Facebook. Forward-Looking Statements This press release contains forward-looking statements within the meaning of federal securities laws, including statements regarding the potential utilities, values, benefits and advantages of Guardant Health's liquid biopsy tests or assays, which involve risks and uncertainties that could cause the actual results to differ materially from the anticipated results and expectations expressed in these forward-looking statements. These statements are based on current expectations, forecasts and assumptions, and actual outcomes and results could differ materially from these statements due to a number of factors. These and additional risks and uncertainties that could affect Guardant Health's financial and operating results and cause actual results to differ materially from those indicated by the forward-looking statements made in this press release include those discussed under the captions "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operation" and elsewhere in its Annual Report on Form 10-K for the year ended December 31, 2024, and in its other reports filed with or furnished to the Securities and Exchange Commission thereafter. The forward-looking statements in this press release are based on information available to Guardant Health as of the date hereof, and Guardant Health disclaims any obligation to update any forward-looking statements provided to reflect any change in its expectations or any change in events, conditions, or circumstances on which any such statement is based, except as required by law. These forward-looking statements should not be relied upon as representing Guardant Health's views as of any date subsequent to the date of this press release. View source version on Contacts Investor Contact: Zarak Khurshidinvestors@ Media Contact: Michael Weistpress@ +1 317-371-0035

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