Latest news with #executive leadership
Yahoo
a day ago
- Business
- Yahoo
Eton Pharmaceuticals to Participate at 2025 Wells Fargo Healthcare Conference
DEER PARK, Ill., Aug. 20, 2025 (GLOBE NEWSWIRE) -- Eton Pharmaceuticals, Inc ('Eton' or the 'Company') (Nasdaq: ETON), an innovative pharmaceutical company focused on developing and commercializing treatments for rare diseases, today announced that members of the Company's executive leadership team will host 1x1 meetings at the 2025 Wells Fargo Healthcare Conference being held September 3-5, 2025 in Boston, MA. To schedule a 1x1 meeting with the Company, please contact your Wells Fargo institutional sales representative. About Eton Pharmaceuticals Eton is an innovative pharmaceutical company focused on developing and commercializing treatments for rare diseases. The Company currently has eight commercial rare disease products: KHINDIVI™, INCRELEX®, ALKINDI SPRINKLE®, GALZIN®, PKU GOLIKE®, Carglumic Acid, Betaine Anhydrous, and Nitisinone. The Company has five additional product candidates in late-stage development: ET-600, Amglidia®, ET-700, ET-800 and ZENEO® hydrocortisone autoinjector. For more information, please visit our website at Investor Relations:Lisa M. Wilson, In-Site Communications, Inc.T: 212-452-2793E: lwilson@ Source: Eton Pharmaceuticals. This press release was published by a CLEAR® Verified in to access your portfolio
Fast Company
2 days ago
- Business
- Fast Company
Here's what nobody tells you about building an innovative culture—not everyone will thrive in it. (And that's okay.)
Years ago, we had a manager named Ania running one of our publishing operations. She was well-liked, diligent, and responsible. Still, we felt the business needed a more creative spark, so we brought in a rising executive to take her place. Ania transitioned out gracefully and left the company on good terms. Things turned out well. Our business thrived and Ania became a highly sought-after interior decorator, renowned for her creativity. The problem wasn't that she lacked any creative ability. The problem was that we weren't giving her the type of challenges that excited her. While she languished in our business, she thrived in a different environment. The truth is that there is no such thing as a 'creative personality.' You set the conditions for the people in your organization to be creative. But as you set those conditions, you also narrow possibilities, making the environment fertile ground for some, but barren for others. Every leader needs to learn to make those choices. Culture matters. You need to shape it with care. A Misfit Trying To Find His Place Not unlike Ania, Chester Carlson didn't quite fit in. Unsatisfied with his work at the patent department at Bell Labs, he wrote down hundreds of ideas, the vast majority of which never amounted to anything. He was eventually fired and went through a few more jobs after that. Chester was a man looking for his place in the world. There was one idea, however, that he kept coming back to. He worked on it for years, even while holding down a day job and going to law school at night. When his wife got tired of the putrid smells and explosions he made mixing chemicals in the kitchen, he moved his experiments to a second-floor room in a house his mother-in-law owned. Eventually, he conjured up a working prototype in 1939, but it was far from a viable product. He continued to tinker and, eventually, teamed up with the Haloid corporation in 1946. Together, they refined his product further, but it still cost nearly ten times more than competitive machines. They tried to interest the great companies of the day—Kodak, IBM and GE—but all demurred. Much like Chester himself, his invention didn't fit in. There just didn't seem to be a value proposition that would justify the cost of the machine. Yet Haloid's CEO, Joe Wilson, saw potential. He figured that once companies had the machines, they'd make more copies than they ever imagined. Wilson also figured that Carlson's concept needed a name that would signal that it was something truly different and, after some deliberation, settled on 'xerography.' And that's how the Xerox Corporation was born. The Rise And Fall Of A Business Model Wilson saw the challenge as a classic chicken-and-egg problem. Since nobody had ever used a Xerox machine before, they had no idea how useful they could be and weren't willing to buy such an expensive product. At the same time, unless they bought the machines, they wouldn't ever use them and see the value. But what if Xerox leased the machines for a fraction of the cost and charged per copy? Since customers weren't planning to make many copies, there was little risk in trying it out. Wilson was willing to bet that once the machines were installed, customers would discover needs they never knew they had. He calculated that the model would be profitable at 2,000 copies per month. In 1959, Xerox launched its 914 copier, which became an instant hit. The technology made copying so much easier that, before long, customers were averaging 2,000 copies per day, instead of per month. Wilson's bet had paid off. Revenues grew at a 41% compound annual rate for over a decade, and the small firm soon became a titan of American business. Xerox became laser-focused on optimizing its business model. Its profits depended on the number of copies printed and that became Xerox's key performance metric. Everything the company did—from how it designed its copiers to how it marketed and sold them—was rooted in that one simple principle. Yet the company eventually became a victim of its own success. Japanese competitors like Canon and Ricoh began selling simpler, cheaper copiers, based on 20-year-old technology, that were easier to use and needed less maintenance. Rather than staffing a 'copy room,' companies could place these smaller, less expensive units on every floor. Xerox was being disrupted. Making Space For Misfits It was around this time that the company hired a young engineer named Gary Starkweather, Much like Ania and Chester, he found he didn't fit in. Part of the problem probably had something to do with his background. Copiers were largely based on chemistry and Gary's interest was optics. In particular, he was excited about lasers. But it was more than that. Gary wanted to build something outside the copier business and, in a way that was uncannily similar to Chester Carlson's situation, the higher-ups just didn't see how it fit in with their business. In fact, his boss actually threatened to fire anyone who worked with Starkweather on the project. Eventually, he had enough. He marched into the Vice President's office and asked, 'Do you want me to do this for you or for someone else?' In the business culture at the time, this was considered unheard of behavior, clearly a firing offense. Yet fate intervened and destiny had something very different in store for Gary Starkweather. As luck would have it, Xerox CEO Peter McColough was a bit of a visionary himself. He recognized the bind his company was in and wanted to shift the firm's focus to 'the architecture of information.' No one really knew what that meant, but a special unit, the Palo Alto Research Center (PARC), had been set up to figure it out. As luck would have it, the researcher there had been developing a technology called bitmapping that would revolutionize computer graphics. What they were missing was a technology that could bring those graphics into the physical world. An Organization Fit For Purpose At PARC, Xerox created a culture where creative minds could thrive. It was there that Alan Kay invented object-oriented software, Bob Metcalfe developed Ethernet; and so many other technologies were created that became central to the age of personal computers. Some of the technology was spun off into companies, such as 3Com and Adobe. It was also a place where Gary Starkweather, who had been a pariah in the old Xerox research lab back on the east coast, found he fit right in. The technology he had been developing became the world's first laser printer and brought the bitmapped graphics technology to life. As a product, it would prove to be so enormously profitable it would save Xerox. Yet even the most innovative cultures aren't fertile ground for every idea. Two researchers at PARC, Dick Shoup and Alvy Ray Smith, were working on a new graphics technology called SuperPaint. Unfortunately, it didn't fit in with PARC's vision of personal computing. Much like Starkweather, the two were seen as outcasts and would go elsewhere. Smith would eventually team up with another graphics pioneer, Ed Catmull, at the New York Institute of Technology. Later, they joined George Lucas, who saw the potential for computer graphics to create a new paradigm for special effects. Eventually, the operation was spun out and bought by Steve Jobs. That company, Pixar, was sold to Disney in 2006 for $7.4 billion. Great leaders build cultures that are fit for purpose. That means you have to make choices. Inevitably, that means that some things—and some people—won't fit. And some will.
National Post
06-08-2025
- Business
- National Post
Kiboko Announces Management and Board Changes
Article content KELOWNA, British Columbia — Kiboko Gold Inc. (TSXV: KIB) ('Kiboko' or the 'Company') announces a series of changes to its executive leadership and Board of Directors, effective immediately. Article content Craig Williams has been appointed Interim President and Chief Executive Officer (CEO), succeeding Jeremy Link, who is stepping down from his executive role to focus on other professional pursuits. Mr. Link will continue to serve as Chair of Kiboko's Board of Directors, ensuring continuity and strategic support during this transition. Article content Mr. Williams, a co-founder of Kiboko and a director since the Company's formation in 2019, is a Professional Geologist with over two decades of experience in resource exploration, project financing, project development, and corporate leadership. He will serve in this interim capacity while the Board conducts a formal search for a permanent President and CEO. The Company also announces the appointment of Michael Gheyle to the Board of Directors, replacing Amanda Sorsak, who has stepped down. Kiboko thanks Ms. Sorsak for her valuable contributions and dedicated service. Article content Mr. Gheyle brings more than 30 years of experience in international capital markets, including wealth management, derivative trading, corporate finance, institutional sales, M&A, venture capital, and private equity. He has supported companies across a wide range of industries in raising more than $100 million and has held executive, board, and advisory roles with numerous public and private companies. Most recently, he served as CEO and Chairman of Discovery Lithium Corp. He currently sits on the boards of Oyama Capital Corp. and Naked Revival Inc., and advises Solo Automotive Inc., IdBase Technologies Inc., Ameriwest Lithium Inc., and Nova Pacific Metals Corp. Article content These leadership and governance changes reflect the Company's commitment to advancing its exploration assets, positioning the business for long-term growth, and maximizing shareholder value. Article content Additional information about Kiboko can be found on SEDAR+ at and on the Company's website at Article content About Kiboko Gold Inc. Article content Kiboko is a Canadian-based exploration company focussed on advancing its Harricana Gold Project, located 55 km north of Val-d'Or, Québec, within the world-renowned southern Abitibi gold belt. Kiboko's shares trade on the TSX Venture Exchange under the symbol 'KIB'. Article content Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. Article content Forward Looking Statements Article content This news release includes certain 'forward-looking statements' which are not comprised of historical facts. Forward looking statements include estimates and statements that describe the Company's future plans, objectives or goals, including words to the effect that the Company or management expects a stated condition, belief, estimate or opinion, or result to occur. Forward looking statements may be identified by such terms as 'believes', 'anticipates', 'expects', 'interpreted', 'pending', 'suggests', 'preliminary', 'estimates', 'confident', 'may', 'aims', 'targets', 'could', 'would', 'will', or 'plans' and similar expressions, or that events or conditions 'will, 'would', 'may', 'can', 'could' or 'should' occur, or are those statements, which, by their nature, refer to future events. Since forward-looking statements are based on assumptions and address future events and conditions, by their very nature they involve inherent risks and uncertainties. Although these statements are based upon information currently available to the Company, the Company provides no assurance that actual results will meet management's expectations. Risks, uncertainties, and other factors involved with forward-looking information could cause actual events, results, performance, prospects and opportunities to differ materially from those expressed or implied by such forward looking information. Article content Forward looking information in this news release may include, references to potential management changes, board composition, strategic reviews, or limited ongoing corporate or project activities. These statements reflect current expectations based upon information available to management as of the date hereof and are subject to a number of known and unknown risks, uncertainties, and assumptions. Given the Company's current stage and limited operational activity, there can be no assurance that any forward-looking statement will prove accurate, or that future developments will occur in the manner or timeframe anticipated. Actual results and developments may differ materially from those expressed or implied by the forward-looking statements. These risks and uncertainties include, among others, limited financial resources, potential inability to secure additional financing, market conditions, limited exploration activity, regulatory risks, commodity price fluctuations, and other risks described in the Company's public filings on SEDAR+ ( Readers are cautioned not to place undue reliance on forward-looking statements. The Company undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future developments, or otherwise, except as required by applicable securities laws. Article content Article content Article content Article content Contacts Article content For further information, please contact: Article content Jeremy Link Article content Article content Director and Chairman Article content Article content jlink@ Article content Article content +1 (778) 381-5949 x 1 Article content Brad Boland Article content Article content Article content Article content
Yahoo
06-08-2025
- Business
- Yahoo
Zevra Therapeutics to Participate in the Canaccord Genuity 45th Annual Growth Conference
CELEBRATION, Fla., Aug. 06, 2025 (GLOBE NEWSWIRE) -- Zevra Therapeutics, Inc. (NasdaqGS: ZVRA) (Zevra, or the Company), a commercial-stage company focused on providing therapies for people living with rare disease, today announced that members of Zevra's executive leadership team will participate in a fireside chat at the Canaccord Genuity 45th Annual Growth Conference in Boston, MA, on Wednesday, August 13, 2025, at 1:00 p.m. ET. Additionally, management will be available for one-on-one meetings with registered conference attendees. The live webcast will be accessible via 'Events & Presentations' on the Investor Relations section of Zevra's website at About Zevra Therapeutics, Therapeutics, Inc. is a commercial-stage company combining science, data, and patient needs to create transformational therapies for rare diseases with limited or no treatment options. Our mission is to bring life-changing therapeutics to people living with rare diseases. With unique, data-driven development and commercialization strategies, the Company is overcoming complex drug development challenges to make new therapies available to the rare disease community. For more information, please visit or follow us on X and LinkedIn. Caution Concerning Forward-Looking StatementsThis press release may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include all statements that do not relate solely to historical or current facts, including without limitation statements regarding upcoming events or Zevra's participation at such events. Forward-looking statements are based on information currently available to Zevra and its current plans or expectations. They are subject to several known and unknown uncertainties, risks, and other important factors that may cause our actual results, performance, or achievements to be materially different from any future results, performance, or achievements expressed or implied by the forward-looking statements. These and other important factors are described in detail in the "Risk Factors" section of Zevra's Annual Report on Form 10-K for the year ended December 31, 2024, filed on March 12, 2025, and Zevra's Quarterly Report on Form 10-Q for the quarter ended March 31, 2025, filed on May 13, 2025, and Zevra's other filings with the SEC. While we may elect to update such forward-looking statements at some point in the future, except as required by law, we disclaim any obligation to do so, even if subsequent events cause our views to change. Although we believe the expectations reflected in such forward-looking statements are reasonable, we cannot assure that such expectations will prove correct. These forward-looking statements should not be relied upon as representing our views as of any date after the date of this press release. Zevra ContactNichol Ochsner +1 (732) 754-2545 nochsner@
