
Abacus Global authorizes new $20M share repurchase program
Abacus Global (ABL) Management announced that its Board of Directors has authorized a new $20M share repurchase program, effective June 5, 2025 for over a period of up to 18 months, as well as recent Form 4 and other employee share purchases totaling over $2M. 'While it is unfortunate that Abacus Global Management has been subject to a short attack, we believe our artificially depressed share price represents an excellent buying opportunity for the company,' said Jay Jackson, Chief Executive Officer of Abacus Global Management. 'We believe this is validated by our newly authorized share repurchase program, reflecting our Board's continued confidence in our business model and strength of our balance sheet, and also by our employees who have spent over $2 million combined of their own money in recent share purchases. Our returns and valuation are audited, and consistent with a 20-year track record of generating positive revenue. We will not allow this distraction to affect our continued growth and our day-to-day operations.' The company added: 'Abacus is committed to pursuing all available legal remedies against the individuals and entities responsible for orchestrating and disseminating the false and misleading short attack.'

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
an hour ago
- Yahoo
Kraft Heinz's Q1 Earnings Call: Our Top 5 Analyst Questions
Kraft Heinz's first quarter results for 2025 were shaped by ongoing volume declines and increased investment in its brands amid a shifting consumer landscape. Management pointed to decreased sales volumes and softer demand in key categories as primary headwinds, but also highlighted continued efforts to renovate products and increase marketing spend. CEO Carlos Abrams-Rivera noted that, while improvements in brand quality and product innovation are underway, they are not yet evident in the financial results. He emphasized, "our commitment to making the necessary investments to deliver quality and value offerings to our consumers is unwavering." Is now the time to buy KHC? Find out in our full research report (it's free). Revenue: $6 billion vs analyst estimates of $6.02 billion (6.4% year-on-year decline, in line) Adjusted EPS: $0.62 vs analyst estimates of $0.60 (3% beat) Adjusted EBITDA: $1.43 billion vs analyst estimates of $1.42 billion (23.8% margin, 0.8% beat) Management lowered its full-year Adjusted EPS guidance to $2.59 at the midpoint, a 3.5% decrease Operating Margin: 19.9%, in line with the same quarter last year Organic Revenue fell 4.7% year on year (-0.5% in the same quarter last year) Sales Volumes fell 5.6% year on year (-3.2% in the same quarter last year) Market Capitalization: $30.54 billion While we enjoy listening to the management's commentary, our favorite part of earnings calls are the analyst questions. Those are unscripted and can often highlight topics that management teams would rather avoid or topics where the answer is complicated. Here is what has caught our attention. Andrew Lazar (Barclays) asked if the larger guidance cut reflects a new approach to investment. CEO Carlos Abrams-Rivera said the company is "playing offense with discipline," expanding the brand growth system to 40% of the business. Yasmeen Wandi (Bank of America) questioned whether North America volumes need to turn positive to hit guidance. CEO Abrams-Rivera clarified that the outlook does not require positive volume in any quarter. Tom Palmer (Citi) inquired about the impact of tariffs and commodity inflation on cost of goods sold. CFO Andre Maciel explained that most cost increases are expected in the second half, with mitigation efforts underway. David Palmer (Evercore ISI) asked about promotional activity compared to peers. Abrams-Rivera responded that the company remains selective, investing in promotions only during key consumer periods instead of chasing short-term volume. Chris Carey (Wells Fargo) sought clarity on Q2 gross margin pressure and market share trends. Abrams-Rivera cited higher promotional activity, hedge losses, and commodity peaks as temporary headwinds, but pointed to progress in "accelerate" businesses like cream cheese and ready-to-eat meals. Looking ahead, the StockStory team will be monitoring (1) the effectiveness of Kraft Heinz's increased marketing and product renovation initiatives on consumer demand, (2) the company's ability to manage input cost inflation and the timing of tariff impacts, and (3) whether international and emerging market performance can offset ongoing softness in North America. Progress in executing the brand growth system and margin stabilization will also be key signposts. Kraft Heinz currently trades at $25.88, down from $28.79 just before the earnings. Is there an opportunity in the stock?The answer lies in our full research report (it's free). The market surged in 2024 and reached record highs after Donald Trump's presidential victory in November, but questions about new economic policies are adding much uncertainty for 2025. While the crowd speculates what might happen next, we're homing in on the companies that can succeed regardless of the political or macroeconomic environment. Put yourself in the driver's seat and build a durable portfolio by checking out our Top 9 Market-Beating Stocks. This is a curated list of our High Quality stocks that have generated a market-beating return of 183% over the last five years (as of March 31st 2025). Stocks that made our list in 2020 include now familiar names such as Nvidia (+1,545% between March 2020 and March 2025) as well as under-the-radar businesses like the once-micro-cap company Tecnoglass (+1,754% five-year return). Find your next big winner with StockStory today. 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

Wall Street Journal
2 hours ago
- Wall Street Journal
Direct Line CEO and CFO to Step Down Amid Aviva's Acquisition Process
Direct Line Insurance Group DLG -0.46%decrease; red down pointing triangle said that Chief Executive Adam Winslow and Chief Financial Officer Jane Poole are set to step down as part of a management reshuffle following its agreed merger with Aviva AV -0.67%decrease; red down pointing triangle. The U.K insurance company on Monday said that both Winslow and Poole will serve the first two months of their notice period on paid leave, during which time they will remain available for transitional support.


Forbes
2 hours ago
- Forbes
In Business As In Flight: Why Great Leaders Trust The Instruments
Ryan Kunkel is the President of Third Road Management. There is a crucial moment in flight known as V1—often called the pilot's point of no return. It's the speed at which a plane must commit to takeoff. Beyond V1, even if a problem arises, aborting the mission becomes more dangerous than staying the course. Business leaders encounter their own V1 moments: inflection points where hesitation carries more risk than forward motion, and few decisions are reversible. In a previous role, I spent extensive time working in the airshow/aviation industry. This exposure sparked a deep fascination and genuine respect for the demanding skill set required to be a pilot. I quickly realized how closely these qualities mirror those needed to succeed as a business leader. This parallel has profoundly shaped my approach to leadership and problem solving. Just as a pilot must expertly manage countless real-time variables and make quick, informed decisions, so too must a leader/entrepreneur navigate the ever-changing and unexpected landscape of business with a calmness under pressure. Successful leaders know which metrics matter most, what's driving them and whether the right people are in the right seats to respond. When turbulence hits, you don't need to have every answer, but you do need to know what to watch for, how to interpret what's happening and who to trust to take action. Know Your Core Indicators If you've ever looked inside the cockpit of a commercial airplane, you'll notice an array of dials, switches and monitors delivering an overwhelming number of readings. But for the pilot, three in particular matter in flight: direction, speed and elevation. Everything else is secondary, supporting indicators used only when something veers off course. Business leadership is no different. Although the dials may vary from business to business, the focus is the same. Far too often, business leaders get caught staring at the wrong gauges—hyper-focused on vanity metrics, internal politics or the crisis of the week. The result? Burnout, mission drift and, in some cases, failure. When everything seems important, it can become impossible to know what's essential. Can you identify the mission-critical dials for your business? The question isn't how many KPIs to track; it's whether you've identified the few that truly define your trajectory. Rather than chase every metric, the most effective leaders simplify their dashboards. That means zeroing in on the metrics that signal actual business health and understanding what's driving them. Every business should have and know their profitability metrics, customer-centric metrics, etc. For example: • Profitability metrics (i.e., gross profit, net profit, EBITDA) • Liquidity metrics (i.e., current ratio or cash conversion cycle, etc.) • Efficiency metrics (i.e., inventory turnover or AR turnover) • Leverage metrics (i.e., debt-to-equity ratio) • Growth metrics (i.e., revenue growth rate) • Cash-flow metrics (i.e., free cash flow or operating cash flow) Act With Decisive Urgency When turbulence hits, pilots don't panic. They scan their instruments and take deliberate action. Great business leaders do the same. When a challenge arises—whether it's a market shock or employee turnover—they pause, assess, then act with intention. Pilots don't dismantle engines midair because of a flickering dial, but when a true warning light flashes, they respond without hesitation. And so should leaders. Success hinges on being clear, having focus and knowing what to measure. Do you and your team have clarity on the real drivers behind your KPIs? Can you distinguish between a minor fluctuation and a real threat? More importantly, do you have the right people in the right seats to respond when action is needed? If you find a gap—whether in capability, experience or bandwidth—don't wait to fill it. Leveling up your team, with full-time or fractional support, can mean the difference between a smooth flight and losing momentum. Just like pilots trust their co-pilots and crew, leaders must have the confidence that their team can navigate what's ahead. Train For The Unexpected Pilots train for turbulence. They spend hours in simulators so they're ready for worst-case scenarios. Their goal isn't to prevent every dip but to respond with clarity when one occurs. Business leaders should do the same. Financial modeling is the equivalent of training. It's planning for scenarios for your particular business, such as growth rates or losing specific clients. You should consider the base case, best case and worst case. From scenario planning and forecasting and from preparedness to plan implementation, the more you rehearse and pressure-test your model, the more resilient your business becomes. The cockpit isn't calm because the world outside is. It's calm because the pilot knows what matters, what doesn't and what to do when things get bumpy or veer off course. The most successful business leaders lead with the same calm and intention. Fly With Intention In today's volatile environment—where economic uncertainty, global events and AI-driven disruption collide—business leaders are inundated with metrics and opinions. But the best leaders know that long-term success isn't about reacting to every dial; it's about staying focused on the levers that truly move the business forward. Business will always have its share of turbulence. Smart leaders have prepared their businesses to navigate the bumps and built strong teams with their hands on the yoke to successfully fly on. Forbes Finance Council is an invitation-only organization for executives in successful accounting, financial planning and wealth management firms. Do I qualify?