Latest news with #commercialization
National Post
23-05-2025
- Business
- National Post
Crescita Therapeutics Announces Mutual Termination of Licensing Agreement with Croma Pharma GmbH for Pliaglis®
Article content LAVAL, Quebec — Crescita Therapeutics Inc. (TSX: CTX and OTC US: CRRTF) (' Crescita ' or the ' Company '), a growth-oriented, innovation-driven Canadian commercial dermatology company with in-house R&D and manufacturing capabilities, today announced that it has, by mutual agreement, terminated its commercialization and development license agreement with CROMA Pharma GmbH ('Croma'), that granted Croma exclusive rights to market Pliaglis ® in Germany, the United Kingdom, Ireland, Switzerland, Brazil, Romania, Belgium, the Netherlands and Luxembourg (the 'Territories'). Article content Article content Following a strategic business review, Croma decided to rationalize its product portfolio and realign its business priorities. Under the terms of the termination agreement, Crescita will regain all development and commercialization rights for Pliaglis in the Territories, and Croma will pay the Company €575,000 (approximately CAD$900,000). Crescita plans to explore potential new partnerships to commercialize Pliaglis in the Territories. Article content About Crescita Therapeutics Inc. Article content Crescita (TSX: CTX and OTC US: CRRTF) is a growth-oriented, innovation-driven Canadian commercial dermatology company with in-house R&D and manufacturing capabilities. The Company offers a portfolio of high-quality, science-based non-prescription skincare products and early to commercial stage prescription products. We also own multiple proprietary transdermal delivery platforms that support the development of patented formulations to facilitate the delivery of active ingredients into or through the skin. For more information visit, Article content Certain statements in this press release constitute forward-looking statements and/or forward-looking information (collectively 'forward-looking information') within the meaning of applicable securities laws. All information in this press release, other than statements of current and historical fact, represents forward-looking information and is qualified by this cautionary note. Article content Forward-looking information may relate to the Company's future financial outlook and anticipated events or results and may include information regarding the Company's financial position, business strategy, growth strategies, addressable markets, budgets, operations, financial results, taxes, dividend policy, plans, objectives, and expectations. Such information is provided for the purpose of presenting information about management's current expectations and plans relating to the future and allowing investors and others to get a better understanding of the Company's anticipated financial position, results of operations and operating environment. Readers are cautioned that such information may not be appropriate for other purposes. Article content Often, but not always, forward-looking information can be identified by the use of forward-looking terminology such as: 'outlook', 'objective', 'anticipate', 'intend', 'plan', 'goal', 'seek', 'believe', 'aim', 'project', 'estimate', 'expect', 'strategy', 'future', 'likely', 'may', 'should', 'will', 'growth strategy', 'future', 'prospects', 'continue', and similar references to future periods or suggesting future outcomes or events. In addition, any statements that refer to expectations, intentions, projections or other characterizations of future events or circumstances contain forward-looking information. Article content Examples of forward-looking information include, but are not limited to, statements made in this press release under the heading 'Financial Highlights', including statements regarding the Company's objectives, plans, goals, strategies, growth, performance, operating results, financial condition, business prospects, opportunities and industry trends, and similar statements concerning anticipated future events, results, circumstances, performance or expectations. Article content Forward-looking information is neither historical fact nor assurance of future performance. Instead, it reflects management's current beliefs, expectations and assumptions and is based only on information currently available to us. Forward-looking information is necessarily based on a number of estimates and assumptions that, while considered reasonable by the management of the Company as of the date of this press release, are inherently subject to significant business, economic, and competitive uncertainties and contingencies that are difficult to predict and many of which are outside of our control. Article content The Company's estimates, beliefs and assumptions, which may prove to be incorrect, include various assumptions regarding, among other things: the Company's future growth potential, results of operations, future prospects and opportunities; the Company's ability to retain and recruit, as applicable, customers, members of management and key personnel; industry trends; legislative or regulatory matters, including expected changes to laws and regulations and the effects of such changes; future levels of indebtedness; availability of capital; the Company's ability to secure additional capital and source and complete acquisitions; the Company's ability to maintain and expand its market presence and geographic scope; economic and market conditions, including the imposition of and adverse changes to tariffs and other trade protection measures; the impact of currency exchange and interest rates; the Company's ability to maintain existing financing and insurance on acceptable terms; the Company's ability to execute on, and the impact of, its environmental, social and governance initiatives; the impact of competition; and the Company's ability to respond to changes to its industry and the global economy. Article content Forward-looking information involves risks and uncertainties that could cause Crescita's actual results and financial condition to differ materially from those contemplated by such forward-looking information. Important factors that could cause such differences include, among others: Article content economic and market conditions, including factors impacting global supply chains such as pandemics, geopolitical conflicts and tensions, and trade protection measures, like the imposition of tariffs and retaliatory tariffs by the United States and Canada; the impact of inflation and fluctuating interest rates; the Company's ability to execute its growth strategies; the degree or lack of market acceptance of the Company's products; reliance on third parties for marketing, distribution and commercialization, and clinical trials; the impact of variations in the values of the Canadian dollar in relation to the U.S. dollar and Euro; the impact of the volatility in financial markets; the Company's ability to retain members of its management team and key personnel; the impact of changing conditions in the regulatory environment and product development processes; manufacturing and supply risks; increasing competition in the industries in which the Company operates; the Company's ability to meet its contractual obligations; the impact of product liability matters; the impact of litigation involving the Company and/or its products; the impact of changes in relationships with customers and suppliers; the degree of intellectual property protection of the Company's products; developments and changes in applicable laws and regulations, and; other risk factors described from time to time in the reports and disclosure documents filed by Crescita with Canadian securities regulatory agencies and commissions, including the sections entitled 'Risk Factors' in the Company's most recent annual MD&A and AIF. Article content If any risks or uncertainties with respect to the above materialize, or if the opinions, estimates or assumptions underlying the forward-looking information prove incorrect, actual results or future events might vary materially from those anticipated in the forward-looking information. This list is not exhaustive of the factors that may impact the Company's forward-looking information. Although management has attempted to identify important risk factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other risk factors not presently known or that management believes are not material that could also cause actual results or future events to differ materially from those expressed in such forward-looking information. There can be no assurance that such information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such information. Article content Accordingly, investors should not place undue reliance on forward-looking information, which speaks only as of the date provided, and is subject to change after such date. Except as required by applicable securities laws, the Company undertakes no obligation to publicly update any forward-looking information, whether written or oral, that may be provided from time to time, whether as a result of new information, future developments or otherwise. Article content Article content Article content Article content Article content
Fast Company
16-05-2025
- Business
- Fast Company
From lab to market: Monetizing R&D
It's one thing to invent something cool within controlled laboratory environments. It's entirely another to scale that new baby for sale. The tension between innovation and commercialization is something we regularly wrestle with at Abstrax. Every morning, we don lab coats and ask the same question: 'How do you make money from research done in a lab?' Balance innovation with commercial reality Discovery for its own sake isn't enough. Many R&D-heavy companies discover that brilliant ideas can languish for years if they don't have a system for bringing them to market. We decided early on to build that bridge proactively. This meant investing heavily not just in research, but in the systems and machinery that connect lab work to real-world products. Our scientists don't concoct in ivory towers, they work hand-in-hand with product developers to ensure (most) experiments align with market needs. This pragmatic approach focuses our curiosity. We poured resources into advanced analytical technology. Among other exquisite toys, we operate an ultra-sensitive aroma analysis platform nicknamed OMNI. With it, we can break down a complex flavor into hundreds of molecular components and pinpoint the ones that matter. By capturing a '3D metabolite fingerprint' of a material (cannabis flower, hop varietals, etc.), we get a complete map of that sample's aroma chemistry. Why go to these extremes? Because understanding a flavor at that granular level is the key to replicating it, enhancing it, and ultimately monetizing it. We can identify over 500 distinct compounds in a single hop strain. That level of resolution lets us see opportunities others might miss, like the trace molecules that round out pineapple, or a sulfur compound responsible for 'skunky' notes. From breakthrough to beer glass To illustrate how lab research turns into revenue, take our recent work with Citra, one of the most celebrated hops in craft brewing. Citra's appeal lies in its remarkably juicy, complex flavor—think grapefruit, lime, peach, and passionfruit steamrolled into one. This tropical medley makes a Citra-hopped beer delicious. But here's the rub: Achieving that same flavor consistently at scale is hard. Hops are agricultural products, subject to the whims of weather and yearly variation. The Citra you get this year might not taste exactly like last year's crop. This is where our lab-to-market philosophy shines. Using OMNI, we profiled Citra's chemical makeup in exquisite detail. Armed with that 'blueprint,' we developed an Omni Hop Profile extract that mirrors Citra's flavor profile with uncanny accuracy. For brewers, this is a game-changer. Instead of being at the mercy of Mother Nature, they can rely on our Citra extract to deliver the exact same flavor in every batch, forever. And because it's made from botanically derived ingredients, it stays true to the clean-label standards brewers abide by. We even worked with veteran brewmasters on pilot brews to fine-tune the extract's performance in different beer styles. By the time our Citra profile hit the market, it was brewer-tested and production-ready. Our Citra victory highlights our core principle of reasonable innovation. We didn't stop at discovering what makes that hop special, we pushed to make it a tangible solution to a real problem. That is the essence of monetizing R&D: moving from 'Eureka!' to a viable SKU. No fluff, only real solutions In avant-garde industries like cannabis and craft beer, it's easy to get caught up in hype and bold claims. We prefer a different tack: Let the results speak. If we say our new formulation improves a beer's shelf-life or an extract boosts an IPA's aroma, we've got the data to back it up. Grounding innovation in evidence keeps us credible and ensures we stay focused on real market value. We also recognize that not every experiment will pan out, and that's okay. Part of our system is knowing never to become 100% pot committed. We'll test 10 ideas, then swiftly double down on the one or two that show commercial promise. By failing fast and smart, we conserve resources for the innovations that count. The new R&D playbook Our journey from lab to market hasn't been quick or easy. It took patience and a willingness to invest up front. But that patience is paying off. Today, Abstrax's approach is turning niche scientific insights into mainstream products. What others consider to be a cost center is our engine for growth. When scientists and strategists work in sync, every discovery is viewed through the lens of real-world impact. The healthy tension between invention and commercialization keeps us sharp. As it turns out, the lab and the market are pretty good at balancing each other.
Zawya
13-05-2025
- Business
- Zawya
Commercialising agriculture drives ‘success' in Mvurwi's land reform areas in Zimbabwe
Criteria for success What defined success for the participants in these ranking exercises? Once again, having access to key farm assets was important, notably owning or having the ability to hire a tractor, owning cars/trucks for transport, alongside having irrigation capacity and associated equipment. The end point was to be able to sell crop products, resulting in a 'good quality and quantity of food', 'good homes', 'having furniture and beds' and 'educating children'. Successful farming was seen to be associated with having enough land, and particularly now the capacity to lease it in so as to increase areas. This requires both cash (or grain) and good networks/relationships. All this drives towards a commercialised agriculture centred on tobacco, horticulture and maize that generates success, which can be shown in the ability to educate children in good quality schools, including schools in Mvurwi town and boarding schools; ensuring access to effective health care through private practices/hospitals/clinics; and investing in real estate in town (stands, houses, private schools, commercial properties etc.). The emphasis on private services for health and education is significant, as it can result in significant costs, but many opt for this and there is a booming sector providing schools, clinics, pharmacies, hospitals and so on in these areas, fuelled by agricultural financing from resettlement areas. The collapse of state services also prompts community investment in public goods in these areas, including the repair of roads and bridges, the building of schools, creches and clinics and so on. This 'community' commitment is seen as central to success, going beyond the individual household. It is also vital especially for women whose caring roles around children, older people and others may shift with such investment, as they have considerable commitments to supporting commercial agriculture and marketing operations. As implicitly acknowledged, in the past 'success' relied on state provision for basic public goods, but this is no longer available, meaning that such provision must be realised individually through generating surplus income from farming or through community level mobilisations requiring a degree of collective organisation, trust and commitment. Unlike in Matobo, where on-farm accumulation is lower (or at least intermittent), regular surplus production and sometimes significant tobacco and horticultural incomes are possible in Mvurwi, so there is less reliant on off-farm income, although support from wage incomes, off-farm business and remittances were all mentioned. Links to towns, along agricultural value chains and often involving other family members (young people hiring out equipment, women involved in trading and so on), are significant in this commercialising economy driven by agriculture. Changing fortunes Table 1 shows the transitions between 2014 and 2025 across the 186 households who remained present in the area (even if compositions changed). Table 1: A1 farms in Mvurwi The data show that: 48.9% (91 households) remained static (23 households remained in SG1, 31 households remained in SG2 and 37 households remained in SG3). 26.3% (49 households) decreased their rank, moving down one or two categories over the period. 24.7% (46 households) increased their ranking by moving one or two rankings over the period. Overall, 51.1% (95 households) had changed rank. Around half had changed ranks over 11 years, with the other half shifting up and down in roughly equal proportions. As in our other sites, there is a lot of churn in household fortunes over time, with this, not surprisingly, increasing as the length of time extends between the ranking assessments. What influences these changes? Case studies discussed at the ranking workshops offer some clues. Case studies I: transitions to a higher rank For those who were able to make the transition from SG3 to SG1, the most common pattern was investment in farming realising surpluses that could be invested in diversified business activities, notably real estate and other off-farm business in Mvurwi town, which in turn generated further income for investment in the farm and wider 'success' of the family. Very often it was a sequential development towards success, with farming leading to business, leading in turn to more intensive/commercialised farming, with such cycles of investment often repeated over time. Others combined farming with off-farm jobs elsewhere, and were able to combine enterprises successfully, often by splitting labour with wives/children/other relatives supporting the farming element. In Mvurwi these successful households 'with everything' – notably fancy multi-roomed, modern homes with solar electricity and running water – were described as ' mbinga '. This slang term used to describe sometimes ostentatiously wealthy people, with connections beyond the farm. Case 1: KM (from SG3 to SG1). KM's household acquired a 6ha plot in 2002. 65-year-old KM works as a diesel plant fitter at Harare City Council, while his 56-year-old wife runs the farm. KM's household was in SG3 category in 2014. At the time, KM and his family were absentees living in Harare. In 2015, his wife decided to become a full-time farmer, while KM retained his job in town. After a long stint growing maize, sweet potatoes and groundnuts, the household took up tobacco farming in 2017, with contract from ZTL. After two years, they abandoned the contract and are now self-financed. Today, KMs are successful farmers of great repute. Apart from tobacco production, they also engage in horticulture. In 2020, in partnership with a neighbouring farming, they also constructed a small weir at the nearby stream for irrigation. They grow water melons, Irish potatoes, cucumbers and red cabbages. They sell these products at their daughter's stall (musika) at Lusaka market in Highfields. In recent years, the household have purchased two tractors (one was burnt down by wild fires) and three dumpers with proceeds from KM's wages. Last year, they sunk a borehole using proceeds from farming. A few years ago, they also bought a stand for US$3000 in Mvurwi using proceeds from tobacco. Combining KM's savings from his job and proceeds from farming, they have also managed to build a modern house in Budiriro 3 suburb 'akin to 'Chirungu' houses found in affluent suburbs such as Mount Pleasant.' This year, following a good tobacco harvest, the family is planning to build a modern house like in town. Case 2: WM (from SG3 to SG2). WM was born in 1970 and is a retired nurse. WM's household was in SG3 in 2014. At the time, he and his wife were absentees, living away from the farm. WM was a nurse at Mvurwi hospital, while his wife worked as a cook at a local boarding school in Mvurwi. Since acquiring their plot in 2002, the household straddled between town and the farm until March 2024 when the husband retired from his job because of ill health. Before retirement, they had a couple that was looking after their plot. Upon retirement, they moved to the plot on a permanent basis and they are now full-time farmers. Although most of their cattle died due to January Disease, they own 4 head of cattle. They grow maize and tobacco. Since 2015, they have also been rearing broilers (100 per batch). Case studies II: transitions to a lower rank Not everyone is a successful commercial farmer in Mvurwi. Tobacco is challenging and requires significant labour and other inputs, and contracting carries its own risks. Horticultural production is also highly skilled and requires capital inputs for irrigation, and the marketing of produce in a crowded market is difficult. Both major forms of commercial agriculture require considerable coordination and management skills and making sure that labour is deployed effectively. This usually requires all household members, men and women, to be fully committed. Given the reliance on the market, currency changes, (hyper)inflation and other macro-economic disruption can cause major problems for fragile enterprises. Other reasons for decline are common to other areas, including illness, death, inheritance disputes (where the family of a late husband takes everything from a widow), divorce and so on. The following cases illustrate some of these dynamics. Case 3. RK (from SG1 to SG3). 90-year-old RS's household was in SG1 rank in 2014. RK's parents were originally from Tanzania, while her husband was originally from Zambia. Her husband worked as a tractor driver in a nearby farm before quitting the job and moved to Mvurwi town where he got employed as a mechanic for tractors. In 2002, the couple acquired land in Ruia A farm, but struggled to gain a foothold in farming. Eventually, one of the sons who had a qualification in agriculture, and who at the time, was employed as a farm manager at Glenara farm decided to quit his job and (with wage savings and loans from Command Agriculture) pursued farming on a full-time farmer. Equipped with knowledge from both training and experience as a farm manager, the son (IC) quickly established himself as one of the best farmers in the village. He grew maize and tobacco. At one time, he sold 18 tonnes of maize at GMB. In the following years, he purchased tractors, two water bowsers, rollers and discs with proceeds from tobacco farming. He also bought a stand and built an 8-roomed house in Harare using proceeds from farming. He also purchased six cattle with proceeds from tobacco sales, and increased to around 12, but all died due to January Disease in 2021. He also rented in additional land to grow tobacco from struggling neighbours. In 2018, IC passed away due to HIV/AIDS. while RK's husband passed away in 2021. RK had 10 children. Of these, 8 have since passed on due to HIV/AIDS. She is now left with two sons. She lives alone at the farm, with very little support from the remaining two sons. Because of old age, she is currently renting out the whole of her crop field to others, while she maintains crop farming on her homestead stand and small garden near the river. Survival is premised primarily on small contributions from the two sons, grandchildren and neighbours. As one neighbour commented: 'It's a sorry situation. The son was such a good farmer in this area, but all is gone now'. In fact, RK is very close to 'dropping out', although she said that his other son who works in the army is about to retire, and expect him to take over the farm once he has retired. Case 4. NM (from SG2 to SG3). NM was born in Kapondera village in Mutoko in 1968. She and her husband acquired the A1 plot in 2006. In the early years of settlement, the household managed to harvest surplus maize and sold surplus. However, income from maize sales was used to cover her husband's medical bills. In 2008, her husband then passed away after long illness. The death of her husband was followed by the death of her daughter and another more recently, who left a son who is also HIV positive. In 2014, NM's household was placed in SG2. This in part, because his only surviving son had taken up tobacco production, which he complemented with 'maricho' to support his mother and siblings. However, her now 41-year-old son got married and established his own homestead within the parents' plot. While he still does independent tobacco production, NM says that his son has been struggling to raise funds to purchase inputs, hence he is farming on a small area. Given that he now has his own family, her son's income is not sufficient to sustain his own homestead and that of his mother. The confluence of extended illness and deaths of husband and two daughters, and her son's establishment of his own family has led to the decline of the household from SG2 to SG3. Case 5. AM (from SG2 to SG3). 90-year-old AM acquired an A1 plot in 2002. At the time, he was employed as a cook at Malvern house, a white old people's home. His household was in SG2 rank in 2014. However, the household has descended to SG3 in 2025 due to old age. The couple arrived with 'nothing', but managed to purchase farming equipment (plough, scotch-cart, cultivator) using proceeds from farming. They also purchased cattle with proceeds from crop farming. Their herd grew to 18, but all died due to January Disease in recent years. They grew maize, sugar beans and sweet potatoes in their allotted 6ha crop field. However, in recent years, they have scaled down their operations to 0.4ha (homestead stand). Their main crop field is currently being used by their son-in-law and relative (husband's nephew) for free, both of whom are growing tobacco. 'We are now too old to farm large areas', she said. Case studies III: continuity and change The 91 households who remained in the same rank in 2025 that they were in in 2014 are also interesting. What prevents improvements in success for those still in SG2 (N=31) and SG3 (N=37)? Why are they somehow 'stuck'? And what allows those 23 households who remained in SG1 to keep being successful, even improving within this success group? Those still in SG3 have been unable to take off and generate the type of surpluses for follow-on investment either on- or off-farm that others have been able to do. This may be because they are young, have inherited land from a relatively poor parent, or have been unlucky, being struck by illness or other misfortune. There are huge range of scenarios. They are, however, still 'hanging in' and in many respects their lot has improved over time, even if not their relative rank. As noted in the first blog in this series, the criteria for success have shifted over time, so it may well be that homes have improved, equipment has been bought, land cleared/acquired, children been educated and so on, but this has not resulted in a step-change in (relative) success, reflected in the rankings. Those still in SG2 definitely have aspirations to move to SG1, and it remains a possibility that they hold on to, looking at others who have improved significantly as examples. But there are often basic constraints. SG2 households may be middle aged and have considerable commitments to schooling costs (including private schooling) as children remain young. They may be reliant on contracts for tobacco and are not able to go it alone and sell directly to auction at a higher price as they do not have the resources and connections, including trucks for transport. They may not have the finance or the labour to expand their land to ramp up their production, nor the ability to invest in anything more than garden-based irrigation so cannot go to scale with horticultural production. There has been much flux with SG1 over the 11 years since 2014. While 23 households may still be classified in this category, some have moved to a different level (as some participants claimed – above SG1). These are the ' mbinga ', where on- and off-farm enterprises are successfully combined, as well as a few who have been able to channel state patronage resources (like command agriculture) to their operations. Compared to 2014, there have been many changes: the size and quality of homes has improved, the investments in water pumping for domestic, livestock and irrigation use has expanded, and many have solar systems, cars and other trappings of a rich, urban life in the farms. Farming-business connections as a route to success in a commercial centre In sum, 'success' in Mvurwi today is very much dependent on a successful connection between farming and business, with economic and social relationships and networks off-farm being crucial. This means that the vagaries of relying on commercial agriculture and all the uncertainties in prices, markets and contracting deals can be offset. Agriculture still remains the driver of success of course, and there is much less reliance on remittances, diaspora investment and migration than in other study sites (although of course these sources remain important for some). Commercial agriculture is always challenging, and the maize/tobacco/horticulture dynamic in Mvurwi is no exception. Over time, people have diversified from maize to tobacco to horticulture, but even more diversified crop mixes and irrigation investments do not offset environmental and market variability completely. Just as white commercial farmers occupying these same areas before on much larger farms, having a diverse portfolio is critical for success. This needs connections, networks, relationships and trust that allows business opportunities to be mobilised. Since 2012-14 when we first started working in Mvurwi area intensively, there have been many changes, reflecting the broader pattern of change in land reform areas. By then the farms had long been established, but there was a rapid process of differentiation on-going with some able to capitalise on the tobacco boom, while others could not, often joining the now former farmworkers (who had their own small plots, see later blog) as part of a (semi)proletarian labouring class. Those who prospered and were able to accumulate (usually 'from below', but some few 'from above' with the right political connections) could now invest not only in intensifying and diversifying their farm production, but also moving to off-farm activities, prompting the significant growth in Mvurwi as a small town through investments in real estate and other businesses. This phase of integration within the wider economy is an important one, and is reflected in the SG1 success group, with implications for future policy that will be discussed in the concluding blog in this series. This is the third blog in a series exploring ideas of 'success' in post-land reform Zimbabwe. The blog has been written by Ian Scoones and Tapiwa Chatikobo, with inputs from Felix Murimbarimba (who facilitated the workshops), Godfrey Mahofa, Jacob Mahenehene, Sydney Jones (Matobo), Moses Mutoko (Masvingo), Makiwa Manaka (Gutu), Vincent Sarayi/Peter Tsungu (Mvurwi) amongst many others in each of our sites. This blog first appeared on Zimbabweland
Arab News
09-05-2025
- Business
- Arab News
Celebrations should be about love, not consumption
We have all heard the term 'Hallmark Holidays,' referring to holidays such as Mother's Day or Valentine's Day, which were designed to sell cards and flowers. Or perhaps we've heard how Coca-Cola popularized the modern image of Santa Claus in the 1930s to sell more sodas. There are so many new holidays to celebrate today, and almost all of them are driven by commercial interests. Just look at the global expansion of Halloween, Black Friday sales, or even the appropriation of events such as Earth Day or Pride Month by commercial brands with the sole goal of increasing sales. The adverse consequences of the monetization of holidays are at least twofold. Not only does the proliferation of holidays and spending obligations reduce the meaning of real celebrations, but it also encourages a tremendous amount of waste and unnecessary consumption. If I try to remember every birthday in my extended family and circle of friends, I would spend most of the year writing cards and buying gifts. This would also diminish the true meaning and significance of those moments — for both me and the people I'm giving to. We should never put a price on relationships in this way. Celebrations should be about love, sincerity and appreciation. Not only does the proliferation of holidays and spending obligations reduce the meaning of real celebrations, but it also encourages a tremendous amount of waste. Hassan bin Youssef Yassin Moreover, we are constantly looking for ways to help preserve our environment, and this is one of many areas where we can make an impactful start. By choosing not to allow corporations, media and advertising to shape our spending and behavior, we can significantly reduce waste and needless consumption. It doesn't matter where we start; it matters that we start. When it comes to the environment and sustainability, I often look to the animal world for inspiration, as they have several hundred million years more experience than us. I cannot see any monkeys or elephants sending cards, ordering bouquets or mailing a banana to affirm their relationships. Nothing is wasted in the animal world, and social bonds are affirmed through actual care and attention. There is much we can learn from our cousins in the animal world, who, despite having been around for tens or even hundreds of millions of years, have never imperiled the planet we all share. What I am trying to say is that we must all start somewhere. Even if the commercialization of holidays doesn't seem like the most critical battleground in protecting our environment, it is one of many legitimate starting points to begin making a difference. By doing so, we can implement some discipline to reduce waste and overconsumption. We have to start somewhere. • Hassan bin Youssef Yassin worked closely with Saudi petroleum ministers Abdullah Tariki and Ahmed Zaki Yamani from 1959 to 1967. He headed the Saudi Information Office in Washington from 1972 to 1981 and served with the Arab League observer delegation to the UN from 1981 to 1983.
Yahoo
09-05-2025
- Business
- Yahoo
Why Geron Stock Crept Higher Today
The company now has a reliable revenue stream thanks to its first commercialized drug. Nevertheless, analysts were expecting higher revenue in its first quarter. 10 stocks we like better than Geron › Shares of commercial-stage biotech Geron (NASDAQ: GERN) couldn't quite surmount the hump of Hump Day. After the company released its latest set of quarterly figures, its stock price wobbled as investors determined how best to digest the results. Finally, the stock closed on a downbeat note, booking a 0.8% loss on the day and comparing unfavorably to the slight (0.4%) gain of the S&P 500 index. Geron unveiled its first-quarter numbers well before market open, showing that the oncology-focused biotech earned $39.6 million during the period. Nearly all of this was derived from sales of Rytelo, the company's cancer drug that won Food and Drug Administration (FDA) approval in June 2024. Year-over-year comparisons are therefore meaningless, as the company had no product revenue in the first quarter of 2024. On the bottom line, now that Geron has a revenue stream, thanks to Rytelo, the company's net loss narrowed to $19.8 million ($0.03 per share) from the year-ago quarter's $55.4 million. Analysts tracking the company's fortunes were clearly expecting notably higher take-up of the drug, however. On average, they were modeling just under $50.5 million for total revenue. By contrast, their estimate for net loss was in line at $0.03. Geron waxed bullish on Rytelo's future. In the earnings release, Geron quoted interim president and CEO Dawn Bir saying, "We have received positive feedback from clinicians who have utilized Rytelo, supporting its strong therapeutic profile. We've identified specific opportunities and are making focused investments that we believe will strengthen the U.S. commercial trajectory." Geron also maintained its existing guidance for operating expenses. It estimates that these will come in at $270 million to $285 million for the entirety of this year. It added that its current level of cash, equivalents, and marketable securities will suffice "to fund projected operating requirements for the foreseeable future." It did not get more specific. Before you buy stock in Geron, consider this: The Motley Fool Stock Advisor analyst team just identified what they believe are the for investors to buy now… and Geron wasn't one of them. The 10 stocks that made the cut could produce monster returns in the coming years. Consider when Netflix made this list on December 17, 2004... if you invested $1,000 at the time of our recommendation, you'd have $613,546!* Or when Nvidia made this list on April 15, 2005... if you invested $1,000 at the time of our recommendation, you'd have $695,897!* Now, it's worth noting Stock Advisor's total average return is 893% — a market-crushing outperformance compared to 162% for the S&P 500. Don't miss out on the latest top 10 list, available when you join . See the 10 stocks » *Stock Advisor returns as of May 5, 2025 Eric Volkman has no position in any of the stocks mentioned. The Motley Fool has no position in any of the stocks mentioned. The Motley Fool has a disclosure policy. Why Geron Stock Crept Higher Today was originally published by The Motley Fool 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
