Latest news with #boardOfDirectors
Reuters
28-05-2025
- Business
- Reuters
Honeywell expected to add Elliott's Marc Steinberg to board, WSJ reports
May 28 (Reuters) - Honeywell (HON.O), opens new tab is expected to add activist Elliott Investment Management's Marc Steinberg to its board at the end of May, the Wall Street Journal reported on Wednesday, citing people familiar with the matter.
Fast Company
27-05-2025
- Business
- Fast Company
These are the 3 steps that every new graduate should take
You've just graduated, and it's time to get ready for your first adult job. This feels different from your summer jobs and internships—yet it's not. Take a pause, two deep breaths, and realize: you are not flying solo. Remember: in the workplace and throughout your career, a 'we, not 'me' mentality makes all the difference. None of us gets anywhere alone. Not even fiercely independent believers in rugged individualism. Many graduates think they don't have a personal board of directors and that they're starting their careers with an empty table. But I'm here to tell you that nobody starts from zero. It can be hard to recognize at first, but you already have a group of people invested in you and your professional journey. These are your go-to people: those you trust, respect, and who have demonstrated their commitment to your professional growth and success. Think of the 'board' as a figurative way to describe the individuals you turn to for guidance, support, input, radical honesty, and feedback. How to establish your board of directors First, start by setting some ground rules for your board: there are always open seats, and there are no term limits. Some people may only be on your board briefly; others may stay for a lifetime. These relationships shouldn't be transactional or one-way. They are respectful, thoughtful connections that you must nurture. Here are three actions you can take to strengthen your relationship with your current board members. 1. Start with an audit Ask yourself, who's already sitting at your table? Think about the people you call when you're in a personal or professional crisis, the ones who make you feel better just by talking. Think about the friends you trust to discuss school, career decisions, fashion dilemmas, or family stresses. Don't forget about teammates, club members, or organization peers whose advice you value. Reflect on those who have once sat you down to walk you through a critical decision. Even family members who offer solicited (and sometimes unsolicited) advice can be part of your board if you trust their input. These are the people who are already serving. 2. Be open to changing your board members Second, roll people off when necessary. Not everyone is meant to stay forever. As you grow and evolve, it's natural for board membership to change. Sometimes it's them, they might have life commitments that shift, which decreases availability. Sometimes it's you. You develop new priorities or outgrow the relationship. Sometimes, a person might break your trust, and a once-valued board member no longer feels like a safe person. Whatever the reason, honor the evolution. The right board changes over time to meet the needs of the person you are becoming. 3. Show gratitude Third, show gratitude. Ask yourself if you've truly done the work to nurture these relationships. Once you finish reading this, reach out to a few board members to say thank you. Whether you send a handwritten note, a text, an email, or make a phone call, be intentional. Share an update—let them know you've graduated and are starting your next chapter. Express your gratitude with a specific example of how their support helped you reach this milestone. And tell them that you'd like to stay in touch, if they're open to continued communication. This isn't a transaction—it's the ongoing work of maintaining and valuing real relationships. As you begin your new job, remember that there are always open seats at your boardroom table. Think about who you'd like to join next. What areas of growth could benefit from more support? For example, when I graduated from medical school, I wished I had someone to help me with financial literacy—someone who could have guided me through paying off debt and making smart financial decisions. Books, podcasts, and newsletters are helpful, but nothing replaces having a real person to call or email when questions arise. The most successful professionals don't achieve everything at once. They build careers by learning and applying micro skills—small, intentional behaviors that compound over time and can be implemented in real time. Congratulations, graduate. You already have a board. People are serving on it. Now it's time to reinforce, grow, and celebrate the support.
Argaam
26-05-2025
- Business
- Argaam
AOL secures SAR 15M credit facilities from Alinma Bank
Academy of Learning Co. (AOL) obtained SAR 15 million Shariah-compliant credit facilities from Alinma Bank. In a statement to Tadawul, the company said that the funding period is five years starting from May 25, 2025. The amount is covered by a guarantee pursuant to a fine and solidarity bond declaration from the Chairman of the board of directors and a promissory note submitted by AOL to the bank. AOL aims to obtain these facilities in order to expand and increase its revenues in the upcoming period, in line with its strategy and future plans, the statement added, indicating that no related parties are included in the deal.
Forbes
19-05-2025
- Health
- Forbes
How Boards Can Prepare And Respond To Issues About The Health Of CEOs
When and how boards of directors should prepare and respond to concerns and issues about the health ... More of their CEOs? These governance-related questions could become top-of-mind for boards this week thanks to the headline-making revelations in 'Original Sin.' The book, which will be published Tuesday, details how President Joe Biden's aides and family members downplayed the impact of his health- and age-related issues during his presidency. (Photo by) When and how should boards of directors prepare and respond to concerns and issues about the health of their CEOs? These governance-related questions could become top-of-mind for boards this week thanks to the headline-making revelations in 'Original Sin.' The book, which will be published Tuesday, details how President Joe Biden's aides and family members downplayed the impact of his health- and age-related issues during his presidency. The failure of a board to act when it suspects or has evidence of the underlying health conditions of a CEO could create a crisis for the organization by affecting its activities, image and success. 'That is why boards have to step in when a CEO's health starts to compromise decision-making or firm performance. If a CEO is exhibiting signs of burnout, erratic behavior, or sound judgment, that is when the board has to step in,' Joosep Seitam, the co-founder and CEO of Icecartel, a men's jewelry e-commerce platform. It can be challenging and disheartening for boards to confront CEOs about issues related to their mental ability. 'Addressing potential cognitive decline can be incredibly difficult—it's a sensitive topic, much like approaching a loved one about similar concerns,' Danielle Sabrina, a crisis communication expert at Society22 PR told me in an email interview. 'However, very early-stage neurodegenerative disorders such as Alzheimer's can be subtle, especially in high-functioning individuals like CEOs, yet quietly begin to impact leadership, decision-making, and overall company stability long before a formal diagnosis. These symptoms often go unnoticed or are misattributed to stress, burnout, or personality shifts,' she warned. In some situations, the age of CEOs can be as much of a concern—and a touchy subject—as their health. 'I've seen some aging CEOs demonstrate resistance to change, delay succession planning, and cling to legacy decision-making that no longer serves the business or market,' Sabrina observed. An aging CEO can represent a slow and simmering crisis scenario that eventually catches board members by surprise. 'Aging affects us all, but workplace and reputation implications can create unique challenges that develop gradually over time,' Sally Branson, director of Sally Branson Group, told me via email. A corporate leader's age does not have to automatically trigger a board's concern. Consider 94-year-old Warren Buffet, the longtime leader of Berkshire Hathaway, who recently announced that he will retire at the end of this year. 'Buffett announced the news at the end of a five-hour question and answer period without taking any questions about it. He said the only board members who knew this was coming were his two children, Howard and Susie Buffett,' according to the Associated Press. Boards should not wait until the age of their leaders becomes a concern or problem. It's always best —sooner rather than later—to establish and enforce policies and protocols that address the health and effectiveness of their corporate leaders. 'Most organizations face legitimate questions about leadership capacity as CEOs age, creating clear and present repetitional vulnerabilities if they are not properly addressed….', according to Branson. Boards can be reluctant to discuss the age of their CEOs or plans to succeed them out fear of being labeled insensitive or discriminatory 'I've worked with executives across industries and watched boards rationalize inertia in the name of respect. What gets buried under loyalty is often deep denial—about health, relevancy, and the unspoken toll of leading through era after era without pause or reflection,' Patrice Williams-Lindo, CEO of Career Nomad, observed in an email interview with me. As CEOs and expectations about their performance change, boards should update their oversight of them accordingly. 'We can't all age like Rupert Murdoch and keep on keeping on well into our nineties—even if one could argue some of the key reputational issues his organization faces are now stemming from issues of a deeply personal nature, such as succession. We can not all demonstrate such longevity in leadership roles, these represent outliers rather than the norm, and boards should be governing for the most likely scenario,' Branson of Sally Branson Group pointed out. To help prepare for those scenarios, Williams-Lindo suggests providing CEOs with 'dignified ways to step back without feeling erased. Power doesn't have to disappear; it can evolve into mentorship, chair roles, or strategic ambassadorship.' She also recommends making continuity plans part of the organization's governance culture. The issue 'isn't just about old age. It's about readiness—at any age. Whether it's illness, controversy, or burnout, boards need real-time continuity plans.' Just as important as dealing with these issues is having qualified people who are ready to fill unexpected leadership vacancies. As I reported four years ago, according to the 2021 Global Leadership Forecast, only 11% of surveyed organizations reported they have a 'strong' or 'very strong' leadership bench. The finding can be traced to a failure by companies to provide leadership development and transition training for newly hired and current executives, according to Development Dimensions International. Companies and organizations should ensure that they have included in their crisis management plans provisions for health-related issues. And, because no one lives forever, businesses should also have succession plans in place—and practice responding to those issues when testing the effectiveness of their crisis management plans.
Associated Press
16-05-2025
- Business
- Associated Press
Conduit Pharmaceuticals Inc. Announces Reverse Stock Split
NAPLES, Fla. and CAMBRIDGE, United Kingdom, May 16, 2025 (GLOBE NEWSWIRE) -- Conduit Pharmaceuticals Inc. (Nasdaq: CDT) ('Conduit' or the 'Company'), a dynamic, multi-asset clinical stage, life science company delivering an efficient model for compound development, announces that its board of directors has approved a 1-for-15 reverse stock split of the Company's common stock. The Company's stockholders approved the reverse stock split proposal at the Company's Special Meeting of Stockholders held on May 5, 2025. They granted the board of directors the authority to determine the exact split ratio and when to proceed with the reverse stock split. The reverse stock split will become effective on May 19, 2025, at 5:00 pm, Eastern Time (the 'Effective Time'), and the Company's common stock is expected to begin trading on a reverse stock split-adjusted basis on The Nasdaq Global Market ('Nasdaq') at market open under the existing ticker symbol, 'CDT' on May 20, 2025, the date which has been approved by Nasdaq for the effectiveness of such split. As of the Effective Time, every fifteen shares of the Company's issued and outstanding common stock will be combined into one share of common stock. The par value per share of the Company's common stock will remain unchanged at $0.0001. Proportional adjustments will be made to the number of shares of common stock issuable upon the exercise of the Company's equity awards, convertible securities and warrants, as well as the applicable exercise price, and the number of shares authorized and reserved for issuance pursuant to the Company's equity incentive plans. The Company's common stock will continue to trade on The Nasdaq Stock Market under the symbol 'CDT' following the reverse stock split, with a new CUSIP number of 20678X 304. After the effectiveness of the reverse stock split, the number of outstanding shares of common stock will be reduced to approximately 755,900. No fractional shares will be issued in connection with the reverse stock split, and stockholders who would otherwise be entitled to a fractional share will receive a proportional cash payment. The Company's transfer agent, VStock Transfer, LLC, will serve as the exchange agent for the reverse stock split. Registered stockholders holding pre-reverse stock split shares of common stock electronically in book-entry form are not required to take any action to receive post-reverse stock split shares. Those stockholders who hold their shares in brokerage accounts or in 'street name' will have their positions automatically adjusted to reflect the reverse stock split, subject to each broker's particular processes, and will not be required to take any action in connection with the reverse stock split. Additional information about the reverse stock split can be found in the Company's definitive proxy statement filed with the Securities and Exchange Commission on April 25, 2025, a copy of which is available at About Conduit Pharmaceuticals Conduit is a dynamic, multi-asset clinical stage, life science company delivering an efficient model for compound development. Conduit both acquires and funds the development of Phase 2-ready assets, building an integrated and advanced platform-driven approach powered by artificial intelligence (AI) and cybernetics, and seeking an exit through third-party license deals following successful clinical trials. Led by a highly experienced team of executives including Dr. Andrew Regan and Dr. Freda Lewis-Hall, this novel approach is a departure from the traditional pharma/biotech business model of taking assets through regulatory approval. Cautionary Statement Regarding Forward-Looking Statements This press release contains certain forward-looking statements within the meaning of the federal securities laws. All statements other than statements of historical facts contained in this press release, including statements regarding Conduit's future results of operations and financial position, Conduit's business strategy, prospective product candidates, product approvals, research and development costs, timing and likelihood of success, plans and objectives of management for future operations, future results of current and anticipated studies and business endeavors with third parties, and future results of current and anticipated product candidates, are forward-looking statements. These forward-looking statements generally are identified by the words 'believe,' 'project,' 'expect,' 'anticipate,' 'estimate,' 'intend,' 'strategy,' 'future,' 'opportunity,' 'plan,' 'may,' 'should,' 'will,' 'would,' 'will be,' 'will continue,' 'will likely result,' and similar expressions. These forward-looking statements are subject to a number of risks, uncertainties and assumptions, including, but not limited to: the effect that the reverse stock split may have on the price of the Company's common stock; the ability or inability to maintain the listing of Conduit's securities on Nasdaq; the ability to recognize the anticipated benefits of the business combination completed in September 2023, which may be affected by, among other things, competition; the ability of the combined company to grow and manage growth economically and hire and retain key employees; the risks that Conduit's product candidates in development fail clinical trials or are not approved by the U.S. Food and Drug Administration or other applicable authorities on a timely basis or at all; changes in applicable laws or regulations; the possibility that Conduit may be adversely affected by other economic, business, and/or competitive factors; and other risks as identified in filings made by Conduit with the U.S. Securities and Exchange Commission. Moreover, Conduit operates in a very competitive and rapidly changing environment. Because forward-looking statements are inherently subject to risks and uncertainties, some of which cannot be predicted or quantified and some of which are beyond Conduit's control, you should not rely on these forward-looking statements as predictions of future events. Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and except as required by law, Conduit assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events, or otherwise. Conduit gives no assurance that it will achieve its expectations. Investors Conduit Pharmaceuticals Inc. [email protected]
