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The AI Skills Gap In Teaching: How Educators Can Catch Up

The AI Skills Gap In Teaching: How Educators Can Catch Up

Forbes08-07-2025
AI can help teachers and students
Students are racing ahead with artificial intelligence while their teachers struggle to keep pace. Recent data confirms this trend. According to Statista, 63% of U.S. teens use AI tools like ChatGPT for school assignments, while only 30% of teachers report feeling confident with these same tools. This mismatch creates real problems: students may misuse AI while teachers struggle to provide meaningful guidance.
The solution isn't banning AI or hoping it disappears. Teachers need practical skills to utilize these tools effectively and guide students toward ethical and productive AI use.
The Problem: What The AI Skills Gap Looks Like
The AI skills gap manifests differently across classrooms, but common patterns emerge that create real challenges for both teachers and students.
Detection Focus Over Education. Teachers often confuse AI detection with AI education. Many educators focus on catching students who use AI rather than teaching them to use it well. This approach misses the opportunity to develop critical digital literacy skills.
Policy Confusion Creates Chaos. One teacher allows AI-assisted brainstorming, while another prohibits the use of AI altogether. Students navigate these mixed messages without clear guidance about appropriate AI applications.
Training Lags Behind Adoption. Districts invest in AI tools but provide minimal training. Teachers receive new platforms without the support needed to implement them effectively.
Why This Matters: The AI Stakes For Students And Teachers
Effective AI education requires teacher leadership. Students need adults who understand both the capabilities and limitations of AI. When teachers lack AI literacy, they are unable to help students navigate ethical considerations or develop critical thinking about AI outputs.
Consider the entrepreneurship program I run, WIT—Whatever It Takes. We created an AI platform called WITY that our teens can use to support their entrepreneurial journey. Our teenage entrepreneurs are increasingly utilizing AI for business planning, market research, and content creation. They work with AI-literate mentors to learn to verify information, understand biases, and combine AI insights with human judgment. Students without this guidance often accept AI outputs uncritically.
The same principle applies in traditional classrooms. Teachers who understand AI can help students use it as a learning tool rather than a replacement for thinking. They can design assessments that encourage AI collaboration while testing genuine understanding.
This matters beyond academic success. Research from the World Economic Forum indicates that AI literacy will be essential for most careers by 2030. Students need early exposure to AI tools combined with education about their appropriate use.
The Solution: Five Essential AI Skills For Teachers
Based on my work with educators and young entrepreneurs, teachers need specific competencies to guide students effectively:
1. Prompt Engineering Fundamentals: Teachers should understand how to craft clear, specific requests that produce useful AI outputs. This skill enables them to utilize AI effectively and teach students to do the same.
2. Bias Recognition and Critical Evaluation: All AI systems reflect the biases present in their training data. Teachers need to spot these limitations and help students develop healthy skepticism about AI responses.
3. Tool Selection and Evaluation: With hundreds of AI tools available, teachers must learn to identify which ones are appropriate for educational use, considering factors such as age appropriateness, privacy policies, and educational value.
4. Creative Curriculum Integration: AI works best when integrated thoughtfully into the existing curriculum, rather than being treated as a separate subject. Teachers can use AI to generate discussion prompts, create differentiated materials, or provide personalized feedback.
5. Assessment Adaptation: As AI capabilities continue to expand, traditional testing methods become increasingly less effective. Teachers need strategies for assessing student learning in an AI-enhanced environment, focusing on application, analysis, and original thinking rather than merely recalling information.
Getting Started: Practical AI Steps Teachers Can Take Today
Teachers don't need extensive technical training to begin developing AI literacy. Small, consistent steps build confidence and competence over time.
Start With Personal Experimentation. Teachers can use ChatGPT to brainstorm lesson ideas, create quiz questions, or generate examples for complex concepts. This hands-on experience fosters familiarity without the pressure of a classroom setting.
Join Educator AI Communities. Online groups, such as the Facebook AI for Education community or Twitter hashtags like #AIinEd, provide practical tips and real-world classroom examples. These communities offer peer support and shared learning opportunities.
Focus On One Tool At A Time. Rather than trying to master multiple AI platforms, teachers can start with one tool and thoroughly explore its capabilities. This builds confidence and provides a foundation for learning additional tools.
Document What Works. Teachers should keep simple notes about successful AI applications and share them with colleagues. This creates institutional knowledge and encourages broader adoption.
Building AI Support: What Schools And Districts Can Do
Individual teacher initiative matters, but systemic support accelerates progress. School and district leaders can implement several effective strategies to close the AI skills gap.
Provide Ongoing Professional Development. AI tools evolve rapidly, so teacher training must be continuous. Monthly sessions are more effective than annual conferences for developing practical skills.
Develop Clear AI Policies. Teachers need frameworks for the appropriate use of AI that encourage experimentation while establishing clear boundaries and guidelines. These policies should address both the use of AI by teachers and students.
Create Collaboration Opportunities. Teachers learn best from peers who share similar challenges and experiences. Professional learning communities focused on AI integration enable educators to share successes and collaborate on troubleshooting problems together.
Allocate Time For Experimentation. Teachers need dedicated time to explore AI tools without pressure to implement them immediately. This exploration time reduces anxiety and builds genuine competence.
The Bigger Picture: Preparing Students For An AI Future
Teacher AI literacy serves a larger purpose than improving classroom efficiency. Students today will work in careers where AI collaboration is standard. They need adults who can model thoughtful AI use and help them develop critical evaluation skills.
At WIT, I see young entrepreneurs who use AI effectively because they learned to combine artificial intelligence with human creativity and judgment. They verify AI outputs, understand limitations, and apply critical thinking to AI-generated ideas.
Teachers who use AI thoughtfully can guide students toward productive AI partnerships that enhance rather than replace human capabilities.
Moving Forward: The AI Choice Is Ours
The AI skills gap in education won't close automatically. It requires intentional action from individual teachers, schools, and educational systems. But the effort pays dividends for both educators and students.
Teachers who develop AI literacy report increased efficiency in lesson planning, more personalized instruction capabilities, and better preparation for supporting student learning. Students benefit from adults who can guide their use of AI toward productive and ethical applications.
The goal isn't making teachers into AI experts. It's helping them become confident users who can guide students effectively. This starts with curiosity, continues with experimentation, and grows through practice and peer collaboration. Technology will continue advancing whether teachers participate or not. The choice is whether educators will lead this change or struggle to catch up. For the sake of students who need thoughtful AI guidance, teachers must choose to lead.
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ACV Announces Second Quarter 2025 Results
ACV Announces Second Quarter 2025 Results

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Delivered Record Revenue and Adjusted EBITDA Second quarter revenue of $194 million Second quarter GAAP net income (loss) of ($7) million Second quarter non-GAAP net income of $12 million Second quarter Adjusted EBITDA of $19 million Expects 2025 revenue of $765 million to $775 million, growth of 20% to 22% YoY, GAAP net income (loss) of ($51) million to ($47) million and Adjusted EBITDA of $68 million to $72 million BUFFALO, N.Y., Aug. 11, 2025 (GLOBE NEWSWIRE) -- ACV (NYSE: ACVA), a leading digital automotive marketplace and data services partner for dealers and commercial clients, today reported results for its second quarter ended June 30, 2025. 'We are pleased with our second quarter results, delivering record revenue and Adjusted EBITDA, despite challenging market conditions in the back half of the quarter. Results were driven by continued market share gains and strong adoption of our Marketplace Services. Our suite of dealer solutions gained further market traction, and we executed on initiatives to support our commercial wholesale strategy,' said George Chamoun, CEO of ACV. 'The dealer wholesale market grew modestly year-over-year with growth decelerating throughout the quarter, reflecting weakening retail demand and elevated trade retention rates at dealerships. We continue to experience strong adoption across our growing marketplace, however we believe it is prudent to update our revenue guidance to reflect ongoing crosscurrents in the macroeconomic environment. We remain committed to delivering on our profitability objectives and as such, are maintaining the midpoint of our Adjusted EBITDA guidance. We believe ACV remains well positioned to deliver sustainable growth in dealer wholesale, execute on our emerging commercial wholesale strategy, and scale our business model,' concluded Chamoun. Second Quarter 2025 Highlights Revenue of $194 million, an increase of 21% year over year Marketplace and Service Revenue of $176 million, an increase of 22% year over year Marketplace GMV of $2.7 billion, an increase of 12% year over year Marketplace Units of 210,429, an increase of 13% year over year GAAP net income (loss) of ($7) million, compared to GAAP net income (loss) of ($17) million in the second quarter of 2024. Non-GAAP net income of $12 million, compared to non-GAAP net income of $3 million in the second quarter of 2024. Adjusted EBITDA of $19 million, compared to Adjusted EBITDA of $7 million in the second quarter of 2024 Third Quarter and Full-Year 2025 Guidance Based on information as of today, ACV is providing the following guidance: Third Quarter of 2025: Total revenue of $198 million to $203 million, an increase of 16% to 18% year over year GAAP net income (loss) of ($13) million to ($11) million Non-GAAP net income of $11 million to $13 million Adjusted EBITDA of $18 million to $20 million Full-Year 2025: Total revenue of $765 million to $775 million, an increase of 20% to 22% year over year GAAP net income (loss) of ($51) million to ($47) million Non-GAAP net income of $38 million to $42 million Adjusted EBITDA of $68 million to $72 million Our financial guidance includes the following assumptions: The dealer wholesale market is expected to be flat to modestly down year over year in 2025. Conversion rates and wholesale price depreciation expected to follow normal seasonal patterns. Non-GAAP Operating Expense (excluding Cost of Revenue) is expected to increase approximately 11% year-over-year. Third quarter non-GAAP net income guidance excludes approximately $19 million of stock-based compensation expense and approximately $3 million of intangible amortization. Full-year non-GAAP net income guidance excludes approximately $70 million of stock-based compensation expense and $11 million of intangible amortization. ACV's Second Quarter Results Conference Call ACV will host a conference call and live webcast today, August 11, 2025, at 5:00 p.m. ET to discuss the financial results. To access the live conference call participants are invited to dial 877-704-4453 (international callers please dial 1-201-389-0920) approximately 10 minutes prior to the start of the call. A live webcast and replay of the call will be available on the Company's investor relations website at Participants are encouraged to join the webcast unless asking a question. About ACV Auctions ACV is on a mission to transform the automotive industry by building the most trusted and efficient digital marketplace and data solutions for sourcing, selling and managing used vehicles with transparency and comprehensive insights that were once unimaginable. ACV offerings include ACV Auctions, ACV Transportation, ACV Capital, ACV MAX, True360, and ClearCar. For more information about ACV, visit Information About Non-GAAP Financial Measures ACV provides supplemental non-GAAP financial measures to its financial results. We use these non-GAAP financial measures, and we believe that they assist our investors to make period-to-period comparisons of our operating performance because they provide a view of our operating results without items that are not, in our view, indicative of our operating results. These non-GAAP financial measures should not be construed as an alternative to GAAP results as the items excluded from the non-GAAP financial measures often have a material impact on our operating results, certain of those items are recurring, and others often recur. Management uses, and investors should consider, our non-GAAP financial measures only in conjunction with our GAAP EBITDA is a financial measure that is not presented in accordance with GAAP. We believe that Adjusted EBITDA, when taken together with our financial results presented in accordance with GAAP, provides meaningful supplemental information regarding our operating performance and facilitates internal comparisons of our historical operating performance on a more consistent basis by excluding certain items that may not be indicative of our business, results of operations or outlook. In particular, we believe that the use of Adjusted EBITDA is helpful to our investors as it is a measure used by management in assessing the health of our business, determining incentive compensation and evaluating our operating performance, as well as for internal planning and forecasting purposes. We define Adjusted EBITDA as net loss, adjusted to exclude: depreciation and amortization; stock-based compensation expense; interest (income) expense; provision for income taxes; and other one-time non-recurring items, when applicable, such as acquisition-related and restructuring expenses. Adjusted EBITDA is presented for supplemental informational purposes only, has limitations as an analytical tool and should not be considered in isolation or as a substitute for financial information presented in accordance with GAAP. Some of these limitations include that (1) it does not properly reflect capital commitments to be paid in the future; (2) although depreciation and amortization are non-cash charges, the underlying assets may need to be replaced and Adjusted EBITDA does not reflect these capital expenditures; (3) it does not consider the impact of stock-based compensation expense, (4) it does not reflect other non-operating income and expenses, including interest income and expense, (5) it does not consider the impact of any contingent consideration liability valuation adjustments, (6) it does not reflect tax payments that may represent a reduction in cash available to us,(7) it does not include the amortization of acquired intangible assets but it does include the revenue that these acquired intangible assets contribute to the enterprise, and (8) it does not reflect other one-time, non-recurring items, when applicable, such as acquisition-related and restructuring expenses. In addition, our use of Adjusted EBITDA may not be comparable to similarly titled measures of other companies because they may not calculate Adjusted EBITDA in the same manner, limiting its usefulness as a comparative measure. Because of these limitations, when evaluating our performance, you should consider Adjusted EBITDA alongside other financial measures, including our net loss and other results stated in accordance with GAAP. Non-GAAP net income (loss), and non-GAAP operating expenses, are financial measures that are not presented in accordance with GAAP, provide investors with additional useful information to measure operating performance and current and future liquidity when taken together with our financial results presented in accordance with GAAP. By providing this information, we believe management and the users of the financial statements are better able to understand the financial results of what we consider to be our continuing operations. We define non-GAAP net income (loss) as net income (loss), adjusted to exclude: stock-based compensation expense, amortization of acquired intangible assets, and other one-time, non-recurring items, when applicable, such as acquisition-related and restructuring expenses. We define non-GAAP operating expenses as operating expenses adjusted to exclude the same items that are excluded from non-GAAP net income (loss). In the calculation of non-GAAP net income (loss) and non-GAAP operating expenses we exclude stock-based compensation expense because of varying available valuation methodologies, subjective assumptions and the variety of equity instruments that can impact our non-cash expense. We believe that providing non-GAAP financial measures that exclude stock-based compensation expense allows for more meaningful comparisons between our operating results from period to period. We exclude amortization of acquired intangible assets from the calculation of non-GAAP net income (loss) and non-GAAP operating expenses. We believe that excluding the impact of amortization of acquired intangible assets allows for more meaningful comparisons between operating results from period to period as the underlying intangible assets are valued at the time of acquisition and are amortized over several years after the acquisition. We exclude contingent consideration liability valuation adjustments associated with the purchase consideration of transactions accounted for as business combinations. We also exclude certain other one-time, non-recurring items, when applicable, such as acquisition-related and restructuring expenses, because we do not consider such amounts to be part of our ongoing operations nor are they comparable to prior period nor predictive of future results. Non-GAAP net income (loss) and non-GAAP operating expenses are presented for supplemental informational purposes only, have limitations as an analytical tool and should not be considered in isolation or as a substitute for financial information presented in accordance with GAAP. Some of these limitations include that: (1) they do not consider the impact of stock-based compensation expense; (2) although amortization is a non-cash charge, the underlying assets may need to be replaced and non-GAAP net income (loss) and non-GAAP net income do not reflect these capital expenditures; (3) they do not consider the impact of any contingent consideration liability valuation adjustments; (4) they do not include the amortization of acquired intangible assets but non-GAAP net income (loss) does include the revenue that these acquired intangible assets contribute to the enterprise; and (5) they do not consider the impact of other one-time charges, such as acquisition-related and restructuring expenses, which could be material to the results of our operations. In addition, our use of non-GAAP net income (loss) and non-GAAP operating expenses may not be comparable to similarly titled measures of other companies because they may not calculate non-GAAP net income (loss) and non-GAAP operating expenses in the same manner, limiting their usefulness as a comparative measure. Because of these limitations, when evaluating our performance, you should consider non-GAAP net income (loss) and non-GAAP operating expenses alongside other financial measures, including our net loss, operating expenses, and other results stated in accordance with GAAP. Information About Operating and Financial Metrics We regularly monitor the following operating and financial metrics in order to measure our current performance and estimate our future performance. Our key operating and financial metrics may be calculated in a manner different than similar business metrics used by other GMV - Marketplace GMV is primarily driven by the volume and dollar value of Marketplace Unit transactions. We believe that Marketplace GMV acts as an indicator of our success, signaling satisfaction of dealers and buyers, and the health, scale, and growth of our business. We define Marketplace GMV as the total dollar value of vehicles transacted within the applicable period, excluding any auction and ancillary fees. Marketplace Units - Marketplace Units is a key indicator of our potential for growth in Marketplace GMV and revenue. It demonstrates the overall engagement of our customers and our market share of wholesale transactions in the United States. We define Marketplace Units as the number of vehicles transacted within the applicable period. Marketplace Units transacted includes any vehicle that successfully reaches sold status, even if the auction is subsequently unwound, meaning the buyer or seller does not complete the transaction. These instances have been immaterial to date. Marketplace Units excludes vehicles that were inspected by ACV, but not sold. Marketplace Units have generally increased over time as we have expanded our territory coverage, added new dealer partners and increased our share of wholesale transactions from existing customers. Forward-Looking Statements This presentation contains 'forward-looking statements' within the meaning of Section 27A of the Securities Act of 1933, as amended, or the Securities Act, and Section 21E of the Securities Exchange Act of 1934, as amended, including statements concerning our financial guidance for the fourth quarter of 2024 and the full year of 2024. In some cases, you can identify forward-looking statements because they contain words such as 'anticipate,' 'believe,' 'contemplate,' 'continue,' 'could,' 'estimate,' 'expect,' 'intend,' 'may,' 'plan,' 'potential,' 'predict,' 'project,' 'should,' 'target,' 'will' or 'would' or the negative of these words or other similar terms or expressions. You should not rely on forward-looking statements as predictions of future events. The forward-looking statements contained in this presentation are based on ACV's current assumptions, expectations and beliefs and are subject to substantial risks, uncertainties and changes in circumstances that may cause ACV's actual results, performance or achievements to differ materially from those expressed or implied in any forward-looking statement. These risks and uncertainties include, but are not limited to: (1) our history of operating losses; (2) our limited operating history; (3) our ability to effectively manage our growth; (4) our ability to grow the number of participants on our marketplace platform; (5) general market, political, economic, and business conditions including any possible impact from new, reinstated or adjusted tariffs; (6) our ability to acquire new customers and successfully retain existing customers; (7) our ability to effectively develop and expand our sales and marketing capabilities; (8) our ability to successfully introduce new products and services; (9) breaches in our security measures, unauthorized access to our marketplace platform, our data, or our customers' or other users' personal data; (10) risk of interruptions or performance problems associated with our products and platform capabilities; (11) our ability to adapt and respond to rapidly changing technology or customer needs; (12) our ability to compete effectively with existing competitors and new market entrants; (13) our ability to comply or remain in compliance with laws and regulations that currently apply or become applicable to our business in the United States and other jurisdictions where we elect to do business; (14) the impact that economic conditions could have on our or our customers' businesses, financial condition and results of operations; and (15) the impact of such economic conditions in the wholesale dealer market included in our guidance for the second quarter of 2025 and full year 2025, and the related impact on the performance of our marketplace and our operating expenses, stock-based compensation expense and intangible amortization. These and other risks and uncertainties are more fully described in our filings with the Securities and Exchange Commission ('SEC'), including in the section entitled 'Risk Factors' in our Form 10-K for the year ended December 31, 2024, filed with the SEC on February 19, 2025. Additional information will be made available in other filings and reports that we may file from time to time with the SEC. New risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make. In light of these risks, uncertainties and assumptions, we cannot guarantee future results, levels of activity, performance, achievements, or events and circumstances reflected in the forward-looking statements will occur. The forward-looking statements made in this presentation relate only to events as of the date on which the statements are made. We undertake no obligation to update any forward-looking statements made in this presentation to reflect events or circumstances after the date of this presentation or to reflect new information or the occurrence of unanticipated events, except as required by law. Investor Contact: Tim Foxtfox@ Media Contact: Maura Dugganmduggan@ ACV AUCTIONS CONSOLIDATED STATEMENTS OF OPERATIONS(Unaudited)(in thousands, except per share data) Three months ended June 30, Six months ended June 30, 2025 2024 2025 2024 Marketplace and service revenue $ 175,995 $ 144,126 $ 341,932 $ 273,940 Customer assurance revenue 17,708 16,498 34,468 32,373 Total revenue 193,703 160,624 376,400 306,313 Marketplace and service cost of revenue (excluding depreciation & amortization) 74,319 64,253 143,721 119,946 Customer assurance cost of revenue (excluding depreciation & amortization) 16,909 14,558 30,886 27,372 Operations and technology 45,801 39,694 89,991 77,763 Selling, general, and administrative 52,972 51,912 111,990 105,765 Depreciation and amortization 10,897 8,848 21,438 16,635 Total operating expenses 200,898 179,265 398,026 347,481 Loss from operations (7,195 ) (18,641 ) (21,626 ) (41,168 ) Interest income 2,152 2,329 4,041 5,360 Interest expense (2,286 ) (606 ) (4,196 ) (1,141 ) Total other income (expense) (134 ) 1,723 (155 ) 4,219 Loss before income taxes (7,329 ) (16,918 ) (21,781 ) (36,949 ) (31 ) 145 334 585 Net loss $ (7,298 ) $ (17,063 ) $ (22,115 ) $ (37,534 ) Weighted-average shares - basic and diluted 170,472 164,384 169,415 163,637 Net loss per share - basic and diluted $ (0.04 ) $ (0.10 ) $ (0.13 ) $ (0.23 ) ACV AUCTIONS CONSOLIDATED BALANCE SHEETS(Unaudited)(in thousands) June 30,2025 December 31,2024 Assets Cash and cash equivalents $ 258,365 $ 224,065 Marketable securities 46,368 46,036 Trade receivables (net of allowance of $4,368 and $6,372) 209,880 168,770 Finance receivables (net of allowance of $5,097 and $4,191) 207,068 139,045 Other current assets 16,254 15,281 Total current assets 737,935 593,197 Property and equipment (net of accumulated depreciation of $5,804 and $5,227) 10,135 7,625 Goodwill 183,676 180,478 Acquired intangible assets (net of amortization of $34,998 and $28,972) 86,206 90,816 Capitalized software (net of amortization of $52,842 and $38,499) 75,648 68,571 Other assets 44,673 43,462 Total assets $ 1,138,273 $ 984,149 Liabilities and Stockholders' Equity Accounts payable $ 430,646 $ 345,605 Accrued payroll 12,100 16,725 Accrued other liabilities 19,912 18,836 Total current liabilities 462,658 381,166 Long-term debt 186,500 123,000 Other long-term liabilities 40,332 39,979 Total liabilities 689,490 544,145 Commitments and Contingencies Preferred Stock — — Common Stock 172 168 Common Stock - Class B — — Additional paid-in capital 971,390 944,891 Accumulated deficit (524,430 ) (502,315 ) Accumulated other comprehensive income (loss) 1,651 (2,740 ) Total stockholders' equity 448,783 440,004 Total liabilities and stockholders' equity $ 1,138,273 $ 984,149 ACV AUCTIONS CONSOLIDATED STATEMENTS OF CASH FLOWS(Unaudited)(in thousands) Six months ended June 30, 2025 2024 Net loss $ (22,115 ) $ (37,534 ) Adjustments to reconcile net loss to net cash provided by operating activities: Depreciation and amortization 21,449 16,682 Stock-based compensation expense, net of amounts capitalized 32,028 29,794 Provision for bad debt 3,111 5,055 Other non-cash, net 2,266 119 Changes in operating assets and liabilities, net of effects from purchases of businesses: Trade receivables (41,714 ) (19,158 ) Other operating assets (1,059 ) 3,036 Accounts payable 85,423 37,641 Other operating liabilities 950 11,856 Net cash provided by operating activities 80,339 47,491 Net increase in finance receivables (71,564 ) (1,851 ) Purchases of property and equipment (4,205 ) (2,872 ) Capitalization of software costs (17,932 ) (14,855 ) Purchases of marketable securities (24,833 ) (21,607 ) Maturities and redemptions of marketable securities 24,888 69,699 Sales of marketable securities — 122,698 Acquisition of businesses (net of cash acquired) — (155,209 ) Net cash used in investing activities (93,646 ) (3,997 ) Proceeds from long term debt 220,000 340,000 Payments towards long term debt (156,500 ) (345,000 ) Payment of debt issuance costs (1,457 ) (1,702 ) Proceeds from exercise of stock options 531 6,812 Payment of RSU tax withholdings in exchange for common shares surrendered by RSU holders (17,636 ) (13,110 ) Proceeds from employee stock purchase plan 2,534 1,998 Other financing activities (74 ) (23 ) Net cash provided by (used in) financing activities 47,398 (11,025 ) Effect of exchange rate changes on cash, cash equivalents, and restricted cash 209 (68 ) Net increase in cash, cash equivalents, and restricted cash 34,300 32,401 224,065 182,571 $ 258,365 $ 214,972 The following table presents a reconciliation of non-GAAP net income (loss) to net income (loss), the most directly comparable financial measure stated in accordance with GAAP, for the periods presented: Three months ended June 30, Six months ended June 30, 2025 2024 2025 2024 Net income (loss) $ (7,298 ) $ (17,063 ) $ (22,115 ) $ (37,534 ) Stock-based compensation 15,454 14,965 32,028 29,794 Amortization of acquired intangible assets 2,591 3,013 5,364 5,226 Amortization of capitalized stock based compensation 1,504 980 2,967 1,908 Acquisition-related costs — 1,187 403 3,306 Litigation-related costs (1) — — 1,100 1,553 Other — 145 — 189 Non-GAAP Net income (loss) $ 12,251 $ 3,227 $ 19,747 $ 4,442 (1) Litigation-related costs are related to an anti-competition case which we do not consider to be representative of our underlying operating performance The following table presents a reconciliation of Adjusted EBITDA to net income (loss), the most directly comparable financial measure stated in accordance with GAAP, for the periods presented: Three months ended June 30, Six months ended June 30, 2025 2024 2025 2024 Adjusted EBITDA Reconciliation Net income (loss) $ (7,298 ) $ (17,063 ) $ (22,115 ) $ (37,534 ) Depreciation and amortization 10,904 8,880 21,450 16,682 Stock-based compensation 15,454 14,965 32,028 29,794 Interest expense (income) 134 (1,723 ) 155 (4,219 ) Provision for income taxes (31 ) 145 334 585 Acquisition-related costs — 1,187 403 3,306 Litigation-related costs (1) — — 1,100 1,553 Other (586 ) 687 (870 ) 1,180 Adjusted EBITDA $ 18,577 $ 7,078 $ 32,485 $ 11,347 (1) Litigation-related costs are related to an anti-competition case which we do not consider to be representative of our underlying operating performance The following table presents a reconciliation of Non-GAAP total operating expenses (excluding cost of revenue) to GAAP total operating expenses, the most directly comparable financial measure stated in accordance with GAAP, for the periods presented: Three months ended June 30, Six months ended June 30, 2025 2024 2025 2024 Total operating expenses $ 200,898 $ 179,265 $ 398,026 $ 347,481 Non-GAAP Adjustments: Marketplace and service cost of revenue (excluding depreciation & amortization) 74,319 64,253 143,721 119,946 Customer assurance cost of revenue (excluding depreciation & amortization) 16,909 14,558 30,886 27,372 Stock-based compensation 15,173 14,759 31,442 29,339 Amortization of acquired intangible assets 2,591 3,013 5,364 5,226 Amortization of capitalized stock-based compensation 1,504 980 2,967 1,908 Acquisition-related costs — 1,187 403 3,307 Other — 145 1,100 1,743 Non-GAAP Total operating expenses (excluding cost of revenue) $ 90,402 $ 80,370 $ 182,143 $ 158,640 The following table presents a reconciliation of non-GAAP net income (loss) to GAAP net income (loss), the most directly comparable financial measure stated in accordance with GAAP, for the periods presented (in millions): Three months ended September 30, 2025 Year ended December 31, 2025 Non-GAAP net income (loss) to net income (loss) guidance Reconciliation Net income (loss) ($13) - ($11) ($51) - ($47) Non-GAAP Adjustments: Stock-based compensation $19 $70 Intangible amortization $3 $11 Amortization of capitalized stock-based compensation $2 $6 Other — $2 Non-GAAP net income $11 - $13 $38 - $42 Error in retrieving data Sign in to access your portfolio Error in 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Ford to invest $5 billion in EV production. Here's what to know.
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Ford to invest $5 billion in EV production. Here's what to know.

Ford is investing $5 billion to change the way it makes electric vehicles, a move the automaker says will allow it to manufacture models starting at $30,000 — far less than the current average price for an EV. The Dearborn, Michigan-based company on Monday said it will invest $2 billion to modernize its Louisville Assembly Plant and another $3 billion to build a new battery plant in Michigan, part of its push to produce more affordable EVs. Switch Auto Insurance and Save Today! Great Rates and Award-Winning Service The Insurance Savings You Expect Affordable Auto Insurance, Customized for You The company unveiled its new "universal EV platform" at a Monday event, with Ford CEO Jim Farley calling it "the most radical change on how we design and how we build vehicles at Ford since the Model T," which Ford introduced in 1908. According to Ford, the new assembly line will be structured more like an "assembly tree," with three different lines that converge into one, rather than a single assembly belt. "This way of building a vehicle, we're confident, is the first time anyone's done this anywhere in the world," said Doug Field, Ford's EV chief of digital and design, at Monday's event. The company said the design will lead to a quicker, smoother assembly process and improve ergonomics for employees through a less obstructive layout. "Ford's announcement is very ambitious, because it includes both a new production process and a new vehicle," said Patrick Anderson, founder of Michigan-based consulting firm Anderson Economic Group, in an email to CBS MoneyWatch. "If they can actually pull off a production line that has 40% fewer workstations and 20% fewer parts, it will be worthy of the 'Model T moment' claim. Ford's first EV from the new system The first product of this new production system will be a four-door midsize truck, which will debut in 2027. Farley said on Monday that the new vehicle will accommodate five people and feature a "frunk" — a front storage compartment — as well as a pickup truck bed. The vehicle will start at $30,000. By comparison, the average price for a new electric vehicle in July was about $56,000, according to Kelley Blue Book. Field touted the new vehicle's charging capabilities, referring to the truck as a "mobile power plant." "Outlets in the back can give you high power and let you plug in anything from tools to a refrigerator, and it can provide backup power for your home," he said. The midsize electric truck could be produced up to 40% faster than other vehicles at the Louisville Assembly Plant due to the new process, Ford said. In another effort to lower costs, the auto company is also reducing the number of components that go into each car. Vehicles produced on the "universal EV platform" will have 20% fewer parts than a traditional vehicle, Ford said. The company will also use smaller cobalt and nickel-free batteries that will allow it to make "cost gains," according to a video shared by Ford. Anderson said that Ford has its work cut out for them given that the new truck will need to be competitively priced and economical. According to the auto industry expert, the cost of charging EV trucks currently on the market is often much higher than the price at the pump for gas-powered versions. A report from the Anderson Economic Group shows pickup trucks drivers in New York, California and Michigan face "significantly higher costs" if they rely on an EV. A successfully lower-cost truck model, however, could spur a new chapter for the company in its manufacturing of EVs. "If Ford shows the industry it can build and sell a reliable compact EV truck for $30,000, it will sell a lot of them, and open the door to making sedans using the new production process," Anderson said. Derek and the Dominos co-founder Bobby Whitlock dies Artisan bakers sparking sourdough boom At least 1 dead, dozens injured and others trapped in U.S. Steel plant explosion in Pennsylvania Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

DEF Hero's Vertically Integrated DEF Solution Brings Enterprise-Grade Infrastructure to America's Fleets
DEF Hero's Vertically Integrated DEF Solution Brings Enterprise-Grade Infrastructure to America's Fleets

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time10 minutes ago

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DEF Hero's Vertically Integrated DEF Solution Brings Enterprise-Grade Infrastructure to America's Fleets

CHICAGO, IL / / August 11, 2025 / For many small-to-midsize fleet operators, managing DEF is a constant challenge. It's not just about finding a supplier - it's about sourcing the right equipment, monitoring tank levels manually, and dealing with emergency deliveries when fluid runs dry. Enter DEF Hero - the most important DEF company you probably haven't heard of. Through its KeepFill Program, the company is delivering a vertically integrated platform that includes bulk DEF, dispensing systems, radar monitoring, and fully automated nationwide delivery - built specifically for the 90% of the market legacy providers have overlooked. An All-in-One DEF Infrastructure Stack At its core, the DEF Hero KeepFill Program turns DEF from a logistical burden into an integrated utility. It's a single service that encompasses: On-site tanks and pumps - installed pre-delivery Bulk DEF fluid - certified and scheduled for refill Radar-level sensors - real-time tank data every 24 hours Auto-dispatch triggers - refills delivered before levels drop Coverage across the entire continental US There's no piecing together vendors, no spreadsheets to track usage, and no staff time wasted on tank checks. DEF Hero brings the reliability of large-fleet DEF service to every fleet, everywhere. Solving for Risk, Not Just Supply One DEF shortage event can stop a truck, delay a project, or hault an entire company's ability to deliver their products. But for fleets under 100 diesel-powered units, building a DEF management system from scratch simply isn't feasible. That's where DEF Hero's vertically integrated model becomes a game-changer. With predictive tank data and refill automation, DEF Hero customers gain: Operational continuity - no DEF emergencies or outages Reduced admin overhead - one vendor, one bill, one dashboard Compliance peace of mind - DEF usage data and refill history on demand It's not just about fluid. It's about resilience. Smarter Insights Through Integration DEF Hero doesn't stop at automation. Its platform can feed DEF usage data directly into the systems fleet managers already use. That means live tank data alongside vehicle diagnostics, routing insights, and maintenance schedules. Fleet leaders can now: Track DEF usage trends across locations Forecast future refill schedules with confidence Automate purchasing and compliance documentation DEF is no longer siloed. It's a visible, manageable part of the fleet infrastructure. The New Normal for DEF Operations DEF Hero isn't just supplying DEF - it's redefining the category. In a space that has long neglected smaller fleets, this vertically integrated offering introduces a new expectation: smarter fluid logistics, accessible to all. The KeepFill Program is already running in thousands of locations across the country. And with rapid expansion into Canada and Mexico on the horizon, DEF Hero is poised to become the default DEF infrastructure partner for North America's mid-market fleet operators. Learn more at and experience how easy DEF management can be. Media Contact: Company Name: DEF Hero Company Press Contact: DEF Hero PR TeamContact Email: press@ Company Website: SOURCE: DEF Hero View the original press release on ACCESS Newswire Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

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