
Purpose Investments Inc. Announces June 2025 Distributions
The ex-distribution date for all Open-End Funds is June 26, 2025. The ex-distribution date for all closed-end funds is June 30, 2025.
Estimated June 2025 Distributions for Purpose USD Cash Management Fund, Purpose Cash Management Fund, Purpose High Interest Savings Fund, and Purpose US Cash Fund
The June 2025 distribution rates for Purpose USD Cash Management Fund, Purpose Cash Management Fund, Purpose High Interest Savings Fund, and Purpose US Cash Fund are estimated to be as follows:
Purpose expects to issue a press release on or about June 25, 2025, which will provide the final distribution rate for Purpose USD Cash Management Fund, Purpose Cash Management Fund, Purpose High Interest Savings Fund, and Purpose US Cash Fund. The ex-distribution date will be June 26, 2025.
About Purpose Investments Inc.
Purpose Investments is an asset management company with more than $21 billion in assets under management. Purpose Investments has an unrelenting focus on client-centric innovation and offers a range of managed and quantitative investment products. Purpose Investments is led by well-known entrepreneur Som Seif and is a division of Purpose Unlimited, an independent technology-driven financial services company.
For further information please contact:
Keera Hart
Keera.Hart@kaiserpartners.com
905-580-1257
Commissions, trailing commissions, management fees and expenses all may be associated with investment fund investments. Please read the prospectus and other disclosure documents before investing. Investment funds are not covered by the Canada Deposit Insurance Corporation or any other government deposit insurer. There can be no assurance that the full amount of your investment in a fund will be returned to you. If the securities are purchased or sold on a stock exchange, you may pay more or receive less than the current net asset value. Investment funds are not guaranteed, their values change frequently and past performance may not be repeated.
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4 days ago
- Forbes
Faith And Leadership: Why Business Leaders Need Purpose More Than Ever
Stephanie Ricci contributed to this story. While many CEOs start board meetings with data slides and quarterly projections, the most successful leaders I know begin theirs with silence. Instead, they prepare their team for what Oxford's Alister McGrath calls "navigating the ocean of uncertainties" — a practice more valuable than any spreadsheet. We're living through a time when volatility is the norm and certainty is rare. For business leaders, the challenges go far beyond quarterly earnings or market share. What truly motivates people? How do we lead when the path isn't clear? And perhaps most pressingly, how do we find meaning in the work we do? These questions led me to McGrath, an Oxford emeritus professor, whose latest book, "Why We Believe," explores the fundamental role of faith in human existence. McGrath, who has advised leaders across sectors on questions of meaning and purpose, brings a unique perspective to contemporary business challenges. While his expertise lies in theology, his insights into belief, purpose, and leadership offer profound lessons on what drives human motivation and sustainable organizational success today. Why Facts Alone Aren't Enough At the heart of McGrath's argument is a quiet challenge to business orthodoxy: facts and data, on their own, aren't sufficient to lead well. 'We have to deal with human nature as it is,' McGrath says. 'And the way we seem to be is that we believe things that go beyond the facts that are available. And we find these beliefs very important.' This observation is particularly relevant in a VUCA world — one that is volatile, uncertain, complex, and ambiguous. When I asked McGrath about leading in such uncertainty, his response was illuminating: 'Faith allows you to see past the empirical. Faith kind of looks through that and says, yeah, it's not good. But there are certain things that we can see about this that go beyond pure factual analysis. And this gives us hope for the future,' he says. For business leaders, this isn't about abandoning rigorous analysis, but recognizing its limitations. Before dismissing this as academic philosophy, ask yourself: When did you last make a major business decision based purely on data? If you're honest, probably never. 'Faith is empowering,' McGrath continues. 'It's about saying there are other ways of seeing this, maybe we can do something about this, and we can find our way through this rather puzzling phase in human history.' The Corporate Purpose Revolution McGrath's insights align remarkably with current business thinking. 'I was just watching a presentation from the Saïd Business School at Oxford, and one of the central points is saying that you need to have a corporate purpose. The corporation must go, why do you exist? What is your mission in the world? How are you making the world a better place?' The corporate purpose movement isn't just about marketing or public relations, it reflects a deeper understanding of human psychology. McGrath points to research showing that people need "a deep sense of who we are, sense of identity, but also a sense of value. We need to know that we matter and also a sense that there's something we're meant to be doing, a sense of calling, a purpose." A 2020 study published in Frontiers in Psychology found that corporate purpose serves as a significant antecedent to employee motivation and work engagement, particularly in VUCA business environments. McKinsey research further validates this approach: 70% of employees say their sense of purpose is defined by their work, and employees whose sense of purpose connects with their organizations are five times more likely to feel fulfilled at work. The implications for leadership are profound. Organizations that can articulate a compelling purpose beyond profit create stronger employee engagement, better customer loyalty, and more sustainable performance. The impact is measurable: another McKinsey study shows that people with positive employee experiences have 16 times the engagement level of those with negative experiences, and are eight times more likely to want to stay at their company. The Luxury of Meaning One particularly striking insight from McGrath addresses the relationship between economic security and existential questioning. When I suggested that searching for purpose might be a luxury of the wealthy, McGrath agreed, referencing Bertrand Russell's observation that "once we're able to keep ourselves alive, then we start to think these deep questions." The cost of neglecting purpose is significant: McKinsey analysis reveals that employee disengagement and attrition can cost a median-size S&P 500 company $228 to $355 million annually in lost productivity. 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For business leaders, this translates into the importance of building strong leadership teams, creating supportive organizational cultures, and fostering communities of practice where leaders can also learn from each other. Reverse Mentoring and Generational Wisdom McGrath highlights how today's leaders have much to learn from younger generations. He speaks about 'very helpful conversations I had with students from America, China, Europe, over the last 10 years... they were just saying, here's the way we see it. And it really helped me step inside a different way of seeing things.' This concept of reverse mentoring—where senior leaders actively seek to understand the perspectives of younger employees—aligns with the evolving leadership landscape, where generational wisdom is increasingly seen as a key asset. 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In a time when data cannot answer every question and uncertainty shapes our reality, the leaders who draw on a deeper sense of meaning and direction will be best prepared to move forward. 'Faith is cognitively permissible and existentially necessary,' concludes McGrath. His message is clear: the leaders who will thrive are those who can navigate beyond pure data analysis to tap into the deeper human needs for meaning, purpose, and connection. The most important leadership qualities, it turns out, may be the most fundamentally human ones.
Yahoo
26-07-2025
- Yahoo
Purpose Investments Announces Termination of Three Investment Funds
TORONTO, July 25, 2025 (GLOBE NEWSWIRE) -- Purpose Investments Inc. ('Purpose Investments') announced today its decision to terminate StoneCastle Equity Growth Fund and StoneCastle Income Growth Fund (each, a 'StoneCastle Fund' and together, the 'StoneCastle Funds') at the close of business on or about September 29, 2025 (the 'StoneCastle Funds' Termination Date'). Effective immediately, each StoneCastle Fund is closed to new purchases. Purpose Investments also announced its decision to terminate PK Core Fund effective as of the close of business today. PK Core Fund currently has no unitholders and is closed to new purchases. StoneCastle Funds Purpose Investments regularly reviews its fund offerings to ensure each offering is appropriately scaled, cost-effective, and economically viable for investors, while continually enhancing our fund platform to better serve investors. As part of its latest review, a decision was made to terminate the StoneCastle Funds due to their relatively small size, which has made it challenging to manage the StoneCastle Funds efficiently in accordance with their stated investment objectives. Holders of Series A and Series F shares of either StoneCastle Fund (collectively, the 'Shares') will have the option to redeem their Shares at net asset value on or prior to September 24, 2025, at 4:00 p.m. (EDT). No fees or redemption charges will apply. All Shares not redeemed prior to 4:00 p.m. (EDT) on the Termination Date will be automatically redeemed at net asset value, with the proceeds either deposited into the shareholder's account or sent via cheque mailed directly to the shareholder, dealer, nominee, or intermediary, as applicable. If required, a final distribution for each StoneCastle Fund will occur on or about the StoneCastle Funds' Termination Date. Shareholders will be sent a written notice regarding the termination of the StoneCastle Funds. There may be tax implications for shareholders with respect to any disposition of Shares. Shareholders are strongly encouraged to contact their financial advisor to discuss the financial and tax implications associated with a redemption of Shares and the termination of the StoneCastle Funds. About Purpose Investments Purpose Investments is an asset management company with more than $25 billion in assets under management. Purpose Investments has an unrelenting focus on client-centric innovation and offers a range of managed and quantitative investment products. Purpose Investments is led by well-known entrepreneur Som Seif and is a division of Purpose Unlimited, an independent technology-driven financial services company. For further information, please contact info@ Media Inquiries: Keera Hart 905-580-1257 Commissions, trailing commissions, management fees and expenses all may be associated with investment fund investments. The prospectus contains important detailed information about the investment fund. Please read the prospectus before investing. There is no assurance that any fund will achieve its investment objective, and its net asset value, yield, and investment return will fluctuate from time to time with market conditions. Investment funds are not guaranteed, their values change frequently, and past performance may not be cautions the reader not to place undue reliance upon any such forward-looking statements contained herein, which speak only as of the date they are made. Generally, but not always, forward-looking information can be identified by the use of forward-looking terminology such as 'plans', 'expects' or 'does not expect', 'is expected', 'budget', 'scheduled', 'estimates', 'forecasts', 'intends', 'on pace', 'anticipates' or 'does not anticipate', 'believes' and similar expressions or statements that certain actions, events or results 'may', 'could', 'would', 'should', 'might' or 'will' be taken, occur or be achieved. Forward-looking statements are based on information available to management at the time they are made, management's current plans, estimates, assumptions, judgments and expectations. Forward-looking information is subject to known and unknown risks, uncertainties, and other factors that may cause the actual results, level of activity, performance or achievements of Purpose to be materially different from those expressed or implied by such forward-looking information. Such risks and uncertainties include, but are not limited to: general business, economic, competitive, geopolitical, technological and social uncertainties. Although the forward-looking information contained in this press release is based on assumptions that Purpose believes to be reasonable at the date such statements are made, there can be no assurance that the forward-looking information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such forward-looking information. Accordingly, readers should not place undue reliance on forward-looking information. Purpose does not undertake to update or revise any forward-looking information, except in accordance with applicable securities 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


Forbes
25-07-2025
- Forbes
Real Leadership Starts With Purpose
Dave Wagner is President & CEO of Everbridge, which helps to keep people safe and organizations running. In business, we talk a lot about purpose. It shows up on walls, websites and in investor decks. It shapes our values and drives our mission statements. But too often, purpose is treated like a slogan—something you reference, not something you rely on. The truth is, purpose only matters when it's lived. In my experience, the most powerful expressions of purpose don't happen in presentations or offsites. They happen in the quiet, unscripted moments when someone chooses to step up. Not because they're told to, but because it's who they are. Not long ago, we received a message from a longtime customer. He wasn't writing about a product issue or a support ticket. He was writing to thank one of our team members for stepping in during a moment of personal crisis. This wasn't about implementation timelines or system uptime. It was about compassion, presence and leadership during a time of deep personal need. That moment had nothing to do with contracts or technology, but it had everything to do with purpose. I share this not as a corporate anecdote, but as a leadership lesson. Because in a world where disruption is constant—where cyberattacks, extreme weather, geopolitical instability and supply chain shocks are reshaping how we operate—leaders are being forced to make faster, higher-stakes decisions than ever before. In that environment, strategy is important and technology is essential, but purpose is what keeps your people aligned when the playbook runs out. Purpose is what builds resilience. When I speak to other CEOs, I often hear the same concerns: How do we keep our teams engaged? How do we adapt to change? How do we stay focused through uncertainty? My answer often starts with purpose. Not as a vague ideal, but as a practical tool for resilience. One effective way I've found this can be encouraged is through personal purpose statements. Ask people to reflect on the moments when they've felt most proud, and then articulate the values and motivations behind those experiences. It's a simple but powerful step, because when someone knows why they do the work, they're far more equipped to navigate how to do it, especially under pressure. Purpose empowers people to act with autonomy, even when direction is limited. It encourages collaboration over silos and reduces friction during times of stress. Purpose also builds trust, internally and externally. Customers don't just buy what you make—they believe in what you stand for. And employees, especially today's workforce, want to feel connected to something larger than output or quarterly goals. They want to know their work matters. Purpose doesn't replace performance—it drives it. There's a misconception that purpose is somehow 'soft' or that it comes at the expense of performance. I believe the opposite is true. Purpose clarifies priorities. It helps leaders make faster, more consistent decisions, and it motivates teams to go further, especially when the stakes are high. At Everbridge, for example, our purpose is to help organizations manage critical events and protect lives. It's why we exist. And in our world, the difference between a timely response and a delayed one can be measured in lives saved. That weight comes with responsibility, but it also inspires action. I see it in how our teams show up for customers and how we partner with governments and enterprises to prepare for the unexpected. I saw it most clearly in that customer note from a customer thanking one of our team members for showing up during one of life's most difficult moments. Leading with purpose starts at the top. If you're a leader reading this, I'd offer this reflection: Does your organization know its purpose? Not the words on your website—the real purpose. The one that shows up in how you hire, how you recognize people and how you lead in moments of uncertainty. And more importantly: are you living it? I'd suggest leaders should even go a step further, challenged to create their own personal purpose statements—clear, human answers to questions like 'What do I want to be known for?' and 'When do I feel most alive at work?' When leaders can name their purpose, they can lead from it. If your team sees that you prioritize what matters, even when it's inconvenient, they'll follow. If they see you cut corners or treat purpose as optional, they'll do the same. In my view, the best leaders today are the ones who can help teams stay focused amid distraction, lead with values when there's pressure and return to purpose when things go sideways. Purpose is a long game. You don't build a purpose-driven culture overnight. It takes time, consistency and trust. And that return on investment shows up in how your teams collaborate, in customer loyalty and in performance. Sometimes purpose shows up in moments you never expected, when someone takes action not because they have to, but because they believe in what you're building together. That's when you know your purpose is real and your organization is ready for anything. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?