>>> US Close Dow -0.29% S&P -0.07% Nasdaq +0.00% Russell -0.16%

Closing Stock Market Summary
The stock market lacked excitement today, likely because it was gearing up for the excitement that promises to follow the trade meeting this weekend between U.S. and Chinese officials in Switzerland. The excitement could have either a positive connotation or a negative connotation. It will all depend on what comes out of that meeting.

There is a baseline expectation that there will be some form of de-escalation that is agreed to on the tariff front, so it would be a profound disappointment if the takeaway from this confab is no change in the draconian tariff rates each side has implemented (145% by the U.S. and 125% by China).

Press reports have suggested the Trump administration is considering a tariff rate of 60% or less to get things going here, yet President Trump wrote in a Truth Social Post before today's open that "80% tariff on China seems right! Up to Scott B."

Scott B. would be Treasury Secretary Scott Bessent, who will be joined by U.S. Trade Representative Jamieson Greer to discuss the U.S. position with China's Vice Premier He Lifeng.

The anxiousness ahead of the meeting kept the stock market in check today. There was no real conviction on the part of buyers or sellers, as this macro item overshadowed all of the earnings results since yesterday's close that included reports from the likes of Expedia (EXPE 156.66, -12.33, -7.3%), Coinbase (COIN 199.32, -7.18, -3.5%), Akamai Technologies (AKAM 76.25, -9.19, -10.8%), Cloudflare (NET 132.51, +8.20, +6.6%), Microchip Technology (MCHP 55.33, +6.19, +12.6%), and Lyft (LYFT 16.65, +3.65, +28.1%).

As one can see, there were ample and mixed reactions to these individual reports, yet the major indices had their thinking caps and price caps on ahead of the weekend trade meeting.

Seven S&P 500 sectors finished higher with gains ranging from 0.04% to 1.1%, three sectors finished lower with losses ranging from 0.6% to 1.1%, and one sector -- information technology -- finished unchanged. The biggest winner was the energy sector (+1.1%) and the biggest loser was the health care (-1.1%) sector.

Market breadth reflected the mixed disposition. Advancers led decliners by a 5-to-3 margin at the NYSE, while decliners led advancers by an 11-to-10 margin at the Nasdaq.

There was no U.S. economic data of note today.
  • Dow Jones Industrial Average: -3.1% YTD
  • S&P 500: -3.8% YTD
  • S&P Midcap 400: -5.6% YTD
  • Nasdaq Composite: -7.2% YTD
  • Russell 2000: -9.3% YTD

FT : UK and Switzerland open way for direct rail link

UK and Switzerland open way for direct rail link
Governments outline plan to encourage train companies to launch services that could cut journey time to five hours

The UK and Swiss governments have outlined plans to encourage train companies to launch direct services between London and Switzerland, in an attempt to tap into booming demand for long-distance rail travel in Europe.

The two governments on Friday announced a memorandum of understanding to “lay the groundwork for future commercial services”, linking the two countries through the Channel Tunnel rail link.

A direct service would aim to appeal to both business and leisure travellers and would cut the journey time from London to Geneva to about five hours, according to people in the industry. At the moment, the same journey takes about 7.5 hours by train with a transfer in Paris. A flight to Geneva from London takes about one hour and 40 minutes.

A direct rail service would present logistical challenges because of the need to build border infrastructure at Swiss stations and for any new operator to buy trains compatible with the Channel Tunnel’s stringent safety rules. The governments said they would explore ways to overcome such barriers.

One option being explored is to build temporary “modular” border controls and security screening in the Swiss stations as this would reduce to keep costs down, one person involved said.

Demand for long-distance intercity rail travel in Europe has boomed since the coronavirus pandemic, in part because of passengers’ environmental concerns around flying, according to industry executives.

“We welcome steps to strengthen sustainable travel between the UK and Switzerland . . . This is a first step in a wider plan with our partners to grow connections in the greenest way,” Gwendoline Cazenave, chief executive of Eurostar, said.

Still, several executives cautioned that the barriers to entry on cross-Channel routes remained high, and that any new services between London and Switzerland would be years away.

Albert Rösti, one of seven federal councillors in the executive arm of the Swiss government, said a London to Switzerland service would be an “ambitious goal” but that it was “really likely” services would launch within five to 10 years.

The Swiss government said that stations in Geneva, Zurich, and Basel could take trains from London but that these would need to be fitted with border control facilities. Switzerland’s federal transport department would present a plan to the central government next year on how this could work, it added.

Eurostar is the only company that runs international trains from London to stations in France, Belgium and Holland.

Swiss Federal Railways (SBB), the national rail company of Switzerland, said it welcomed the plan. It said the requirements for a direct connection, which would be in the 2030s at the earliest, would include investment in new high-speed trains.

Several other operators, including the Italian state railway and Richard Branson’s Virgin Group, have applied for permission to launch their own services from London to the continent, in the most significant challenges yet to Eurostar’s 30-year monopoly.

The owner of the high-speed rail line from London to the channel tunnel, London St Pancras Highspeed, earlier this year unveiled financial incentives to encourage operators to launch more services between London and mainland Europe.

Its chief executive Robert Sinclair said the agreement between the UK and Switzerland “brings us one step closer to direct high-speed services between London and Switzerland”.

FT : China’s J-10 ‘Dragon’ shows teeth in India-Pakistan combat debut

China’s J-10 ‘Dragon’ shows teeth in India-Pakistan combat debut
Skirmish is first test of Beijing’s military hardware against advanced western technology

Even before the fog of war had begun to lift, the Chengdu Aircraft Company’s stock had started to soar.

Almost three decades after first taking to the skies, the Chinese plane-maker’s first fighter jet, the J-10 Vigorous Dragon, had finally seen combat — and survived.

By 4am on May 7, Chinese diplomats in Islamabad were at the foreign ministry, poring over results from the first face-off between modern Chinese warplanes, replete with missiles and radars untested in battle, and advanced western hardware deployed by India.

As evidence mounted, while remaining inconclusive, that a Pakistani pilot in the latest variant of the Vigorous Dragon may have shot down India’s French-made Rafale jet, Chengdu’s share price leapt more than 40 per cent in just two days.

“There’s no better advertisement than a real combat situation,” said Yun Sun, a specialist in Chinese military affairs at the Stimson Center in Washington DC. “This came as a pleasant surprise for China . . . the result is quite striking.”

While India and Pakistan may be embroiled in their deepest skirmish in decades, the conflict is also a testing ground for equipment crucial to a different rivalry — that between China and the US-led western alliance.

About 81 per cent of Pakistan’s military equipment comes from China, including more than half its 400-strong fighter and ground attack aircraft, according to estimates by the Stockholm Peace Research Institute and the International Institute for Strategic Studies. 


That reflects an “all weather friendship” that China has cultivated since the 1960s with Pakistan to try and ringfence India. The materiel it provides Pakistan has evolved alongside China’s own defence industry, said Andrew Small, an expert on Pakistan-China relations at the German Marshall Foundation.

“Aside from the co-operation on nuclear weapons and ballistic missiles, a lot of what China supplied used to be low-end stuff — tanks, artillery, small arms,” said Small. Now, however, Pakistan “is becoming a showcase for some of China’s newer capabilities”.


India, meanwhile, has emerged as the world’s largest weapons importer as its wealth and regional ambitions have grown.

Over the past decade, it has shifted from a reliance on Russian suppliers to the US, France and Israel for almost half of its own recent purchases, including sophisticated fighter jets, transport aircraft and combat and surveillance drones.

“This is the most important global aspect here — this is the first time Chinese military equipment has been tested against top notch western equipment,” said Sushant Singh, lecturer at South Asian Studies at Yale University.

“Whenever and however this ends, the balance sheet will tell us what will happen in Taiwan, and which direction should western defence companies go to counter the low cost and high tech capabilities that the Chinese have shown.”

When countries go to war, their allies watch and learn. After Ukraine repelled a nearly 50-mile column of Russian armour — tanks, armoured vehicles and others — using modern, shoulder-fired British and American missiles, Indian diplomats in Kyiv were monitoring it closely.

“Is it true what they say about Russian tanks — clumsy, easily lolly-popped,” one asked an FT journalist returning from the frontline, referring to how missiles would blow the tops off tanks.

When Taiwan saw how effective the US-made Himars medium-range precision missile system was at hitting Russian targets behind the frontline, it lobbied to move up the delivery of its own orders. By next year, it will own almost 30 of the truck-mounted systems — which is more than Ukraine.

Even short skirmishes, such as those India and Pakistan have regularly fought, serve a unique purpose. Enemies test each other, and show off their own capabilities, seeking to enforce existing red lines and set new ones.

They generate vast amounts of operational data that shapes the next skirmish — or wins the next war. Allies share that data and arms manufacturers analyse it, tweaking their own weapons systems.

Defence attachés from China’s western rivals were waiting “impatiently”, said one in New Delhi, for India to share the radar and electronic signatures of the J-10C while in combat mode so that their own aerial defences could be trained on it.

Similarly for China, this skirmish was a test not just of the aircraft but the sophisticated radar system — called an active electronically scanned array — mounted in the front of the plane. The combat tested its ability to not just hunt out threats but help guide the missiles.

Aurangzeb Ahmed, Pakistan’s deputy chief of air operations, said PL-15 variants were among the missiles used in the skirmish this week. The hour-long engagement would be “studied in the classroom”, bragged Ahmed. “We knocked some sense into these guys.”

Robert Tollast, a researcher at the Royal United Services Institute in London, said the use of PL-15E missile could be “highly significant”. Indian media reported that an intact PL-15 had been recovered, providing a chance to study its secrets.

“If confirmed, we have now seen the demonstration of a Chinese-made AESA on a beyond-visual-range-missile, used in combat,” he said.

Western nations and Russia have been battle testing their versions of AESA’s for decades. Details of just this single skirmish — such as how many missiles were fired to successfully hit a target — “could be tremendously useful for the Chinese in evaluating the capability of this weapon”, Tollast said.

Neither the Chinese Ministry of Foreign Affairs, nor Chengdu Aircraft responded to a request for comment.

On the other side of the ledger, the success of Indian missiles — many of them reportedly long-range French SCALP missiles — in finding their targets showed both the weakness and paucity of Pakistani aerial defences.

Pakistan is known to deploy China’s HQ-9 systems, which are a generation behind the sophistication of Russian S-400s and are at the top-end of India’s inventory.

“The fact is that even at a time of extreme high alert, Indian missiles penetrated Pakistani airspace without being detected,” said Laxman Kumar Behera, who specialises on India’s national security at Jawaharlal Nehru University in New Delhi.

India’s retaliation on Thursday targeted Pakistan’s “air defence radars and systems at a number of locations in Pakistan”, according to the Indian military.

“That’s a very precise display of a very high-end capability — taking out the defences, rather than an actual target,” said a senior western diplomat based in Delhi. “It’s a carefully calibrated warning — it says, look, if we can come take the lock off your door, then we can come into the house whenever we want.”

Both India and Pakistan have gleaned crucial details about their rival’s strengths from past clashes — and identified weaknesses of their own.

After India successfully wrested back territory in the Himalayas from a Pakistani encroachment in 1999, an internal inquiry showed its ageing Russian fleet of MiG’s struggled to manoeuvre in the mountain passes, or find targets in the snow while evading shoulder mounted missiles.

Three aircraft were shot down in three days before India switched to French Mirages — the first deployment of precision and laser guided missiles by the Indian Air Force, and the beginning of a shift away from Russian to western aircraft.

Similarly, after India responded to the 2019 killing of 40 security personnel by a Pakistan-based militant group with air strikes in the Balakot region of Pakistan, it not only lost a MiG 21 aircraft but its forces mistakenly shot down a helicopter in a friendly fire incident, killing seven.

“The officers of the Pakistani army have looked after me very well — they are thorough gentlemen,” the captured pilot was shown saying in a propaganda video before his release. “And the tea is fantastic.”

The two incidents underscored that India lacked sufficient airborne early warning and control systems — planes that fly at high altitudes carrying sophisticated radars and sensors that can detect enemy aircraft, missiles and drones at range.

But India’s bureaucratic challenges made learning from each skirmish difficult, and inefficient, as compared to a simpler procurement system for Pakistan, which has one main supplier — China — and a military that dominates the country.

Only in March this year did India issue an “acceptance of necessity” notice to triple India’s fleet of such early warning aircraft to 18. Their deployment is years away.

“If these tit-for-tat aerial retaliations continue for much longer, India will feel their absence sorely,” said a second western defence attaché based in New Delhi.

“If it turns out that India lost a French jet to a Chinese missile fired from over 100km away, then that need is clearly urgent.”

FT : Santander rejected £11bn bid from NatWest for UK unit

Santander rejected £11bn bid from NatWest for UK unit
Spanish bank has since raised €7bn from sale of Polish stake as it pivots from Europe to Americas

Santander rejected a bid worth about £11bn for its UK retail bank from NatWest earlier this year after the Spanish lender said the offer was too low.

The approach by the state-backed British lender, which was being advised by Morgan Stanley and UBS, is no longer live, according to people familiar with the matter.

Santander has since raised €7bn from the sale of a large stake in its Polish unit this week, making any sale of its UK unit less likely. The Spanish lender said it would redeploy some of the proceeds from the stake sale to invest in its other regions, as it accelerates a strategic pivot away from Europe to the Americas.

NatWest’s approach — which would have led to the biggest UK banking deal since the financial crisis — comes as the British lender gears up to expand aggressively in its domestic market once the UK government sells the last of its £46bn crisis-era stake, which is expected in the coming weeks.

Paul Thwaite, the bank’s chief executive, previously said that it was on the “front foot” when it came to acquisitions. He has said that any purchase “needs to be absolutely compelling from a shareholder perspective”.

NatWest made an offer of “more than £10bn, but less than £12bn” for Santander UK, according to people familiar with the bid.

Santander’s UK subsidiary, which includes both retail and commercial banking, had total equity of £10.4bn at the end of last year, according to the group’s accounts, a metric that broadly reflects the market value of the business.

Meanwhile, the price agreed for its Polish unit equated to 2.2 times the tangible book value of that business, a considerably higher valuation than that of the overall group.

The bank also previously rejected a “low ball” offer for its UK ringfenced from Barclays last year, the Financial Times previously reported.

The Spanish group, which recently became the most valuable bank in continental Europe, is cutting back in some European countries to free up resources to expand in the Americas in a drive led by its executive chair Ana Botín. This has included a push in the US, where it has launched an aggressive expansion of its corporate and investment bank.

“We want to be a relevant bank in the US,” Jose Garcia Cantera, Santander’s chief financial officer, said last month.

Meanwhile, the bank has been reducing headcount in the UK, announcing more than 2,000 job cuts since last October as part of plans to cut costs and close branches. It employs about 18,000 staff in the UK and has 14mn customers.

The group had become frustrated with the UK unit’s high cost base and its weaker returns relative to some of the lender’s other markets, as well as Britain’s ringfencing regime, the FT previously reported. The Spanish bank has explored a number of options for its UK business, including exiting the market altogether.

One person familiar with the bank said that any potential suitors would now have to return with a “big offer for it to make sense” for Santander to offload its UK ringfenced bank, given its execution of the Polish stake sale.

Santander said: “As we have said, the UK is not for sale and is a core part of Santander’s diversified business model.”

NatWest declined to comment.

NYT : A Decade-Long Search for a Battery That Can End the Gasoline Era

A Decade-Long Search for a Battery That Can End the Gasoline Era
Can a small Massachusetts start-up perfect a battery that would make electric vehicles cheaper and more convenient than conventional cars?

On a frigid day in early January, as she worked in her office in the Boston suburb of Billerica, Mass., Siyu Huang received a two-word text message.

“Spinning wheels,” it said. Attached was a short video clip showing a car on rollers in an indoor testing center.

To the untrained eye there was nothing remarkable in the video. The car could have been getting its emissions tested at a Connecticut auto repair shop (except it had no tailpipe). But to Ms. Huang, the chief executive of Factorial Energy, the video was a milestone in a quest that had already occupied a decade of her life.

Ms. Huang, her husband, Alex Yu, and their employees at Factorial had been working on a new kind of electric vehicle battery, known as solid state, that could turn the auto industry on its head in a few years — if a daunting number of technical challenges could be overcome.

For Ms. Huang and her company, the battery had the potential to change the way consumers think about electric vehicles, give the United States and Europe a leg up on China, and help save the planet.

Factorial is one of dozens of companies trying to invent batteries that can charge faster, go farther, and make electric cars cheaper and more convenient than gasoline vehicles. Transportation is the biggest source of man-made greenhouse gases, and electric vehicles could be a potent weapon against climate change and urban air pollution.

The video that landed in Ms. Huang’s phone was from Uwe Keller, the head of battery development at Mercedes-Benz, which had been supporting Factorial’s research with money and expertise.

The short clip, of a Mercedes sedan at a research lab near Stuttgart, Germany, signaled that the company had installed Factorial’s battery in a car — and that it could actually make the wheels move.

The test was an important step forward in a journey that had begun while Ms. Huang and Mr. Yu were still graduate students at Cornell University. Until then, all their work had been in laboratories. Ms. Huang was excited that their invention was venturing into the world.

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But there was still a long way to go. The Mercedes with a Factorial battery hadn’t yet been taken out on the road. That was the only place the technology really mattered.

Many start-ups have produced solid-state battery prototypes. But no American or European carmaker has put one into a production vehicle and proved that the technology could survive the bumps, vibrations and moisture of the streets. Or if any have, they have kept it a secret.

In late 2023, Mr. Keller, a veteran Mercedes engineer, proposed to Ms. Huang that they try.

“We’re car guys,” Mr. Keller said later. “We believe in things really moving.”

Roots in China
Ms. Huang stands out in a niche dominated by men from Silicon Valley. Some brag about their 100-hour workweeks; she believes in a good night’s sleep. “Having a clear mind to make the right decision is more important than how many hours you work,” she said.

She is approachable and laughs easily, but also projects determination. She works from a sparsely decorated office in Billerica that looks out on a patch of forest crossed by power lines. The furnishings include a plain black bookcase, stocked with a few technical volumes, that she inherited from a previous tenant. Her diplomas from Cornell — a Ph.D. in chemistry and a master’s in business administration — hang on the wall.

Ms. Huang grew up in Nanjing, China, where she was in an elementary school program that had her gather environmental data. The program instilled an interest in chemistry and an awareness of the vehicle exhaust and industrial pollution choking Nanjing’s air. She realized, she recalled, that “we need to grow a planet that’s healthier for human beings.”

In a dormitory at Xiamen University on China’s southern coast, where she studied chemistry, she saw an advertisement for a Swedish exchange program. After spending two years there, she and Alex, whom she had known since they were students in China, were both accepted to doctoral programs in Cornell’s chemistry department. She arrived in Ithaca, N.Y., in 2009 with $3,000, which she had managed to save from her Swedish scholarship. They have both since become U.S. citizens.

They were star students, said Héctor Abruña, a professor at Cornell known for his research in electrochemistry. He still has a picture on his office bookshelf of himself with Mr. Yu and Ms. Huang in their commencement robes.

With an idea that grew out of Dr. Abruña’s lab and some seed money from the State of New York, Mr. Yu and Ms. Huang founded the company that later became Factorial while she was still completing her business degree.

“They are extremely dedicated and extremely bright,” said Dr. Abruña, who continues to advise Factorial. “Straight shooters — zero BS.”

Mr. Yu is now Factorial’s chief technology officer. The company is, in that sense, a family operation. Ms. Huang is reticent about their private life, declining to say even how many children they have.

Initially the company focused on improving the materials that allow batteries to store energy. That changed after Mercedes invested in Factorial in 2021. Mercedes was looking for a bigger technological leap and encouraged Factorial to pursue solid state.

The technology has that name because it eliminates the liquid chemical mixture, known as an electrolyte, that helps transport energy-laden ions inside a battery. Liquid electrolytes are highly flammable. Replacing them with a solid or gelatinlike electrolyte makes batteries safer.

A battery that doesn’t overheat can be charged faster, perhaps in as little time as it takes to fill a car with gasoline. And solid-state batteries pack more energy into a smaller space, reducing weight and increasing range.

But solid-state batteries have one big drawback that explains why you can’t buy a car with one today. Such battery cells are more prone to grow spiky irregularities that cause short circuits. Vast riches await any company that can overcome this problem and develop a battery that is durable, safe and reasonably easy to manufacture.

Despite obvious differences between Factorial and Mercedes — the start-up has a little more than 100 employees, compared with 175,000 — Ms. Huang’s working style meshed with the culture at Mercedes and its roots in Swabia, the region around Stuttgart where people are known for their no-nonsense approach and restraint.

Mr. Keller found Ms. Huang’s low-key, factual manner to be a welcome contrast to the hype and unfulfilled promises that are pervasive in the battery and technology industries. Factorial, he said, “has not been announcing, announcing, announcing and not delivering.”

‘Production hell’
It’s an axiom in the battery business that producing a cool prototype is the easy part. The challenge is figuring out how to make millions of solid-state batteries at a reasonable price.

Factorial confronted that problem in 2022, setting up a small pilot factory in Cheonan, South Korea, a city near Seoul known for its tech industry. The project became, in Ms. Huang’s words, “production hell” — the same phrase Elon Musk used when Tesla was struggling to mass-produce a sedan and nearly went bankrupt.

To make money, a battery factory can’t produce too many defective cells. Ideally the yield, the percentage of usable cells, should be at least 95 percent. Hitting that target is devilishly difficult, involving volatile chemicals and fragile separators layered and packaged into cells with zero margin for error. The machinery doing all this is encased in Plexiglas chambers and overseen by workers dressed in head-to-toe protective gear to prevent contamination.

Dozens of companies are trying to mass-produce solid-state cells, including big carmakers like Toyota and smaller ones like QuantumScape, a Silicon Valley start-up backed by Volkswagen. Mercedes, hedging its bets, is also working with ProLogium, a Taiwanese company.

Nio, a Chinese carmaker, sells a vehicle with what it advertises as a solid-state battery. Analysts say the technology is less advanced than what Factorial is developing, offering fewer advantages in weight and performance. But there is little doubt that Chinese companies are investing heavily in solid state. Nio did not respond to a request for comment.

Every company has its own closely guarded recipes and manufacturing processes. “It’s difficult to say which technology will win,” said Xiaoxi He, a technology analyst at IDTechEx, a research firm.

Partly because solid-state batteries are so difficult to manufacture, many auto executives are skeptical that they will make commercial sense anytime soon. Shares in many solid-state battery start-ups have plunged, and management turmoil is common.

Factorial has insulated itself from the harsh judgments of Wall Street by never selling stock. Its funding comes from private investors including WAVE Equity Partners, a Boston firm, and partners that include the South Korean automaker Hyundai; LG Chem, a South Korean company that makes battery materials; and Stellantis, which next year plans to test Factorial batteries in Dodge Charger muscle cars.

Projections of how soon solid-state batteries would be available have proved overly optimistic. Toyota displayed a futuristic prototype in 2020, but the company is still years away from selling a car with a solid-state battery.

Kurt Kelty, a vice president at General Motors in charge of batteries, is among those who will believe it when they see it. “We’re not banking on solid state,” Mr. Kelty said.

‘I don’t even know if we can make it’
In the beginning, Factorial’s prototype assembly line in South Korea had a yield of just 10 percent, meaning 90 percent of its batteries were faulty. Despite her preference for a good night’s sleep, Ms. Huang often had to wake up at 4 a.m. to deal with problems at the factory, which was operating around the clock. She was in South Korea at least once a month.

“There were always issues,” she said. “There was a point, I was like, I don’t even know if we can make it.”

By 2023, Factorial had produced enough cells suitable for an automobile that Mr. Keller, a soft-spoken, amiable man who has worked at Mercedes for 25 years, began thinking about installing them in a car. The cost and the risk of failure were high enough that he sought approval from his bosses. Armed with PowerPoint slides, Mr. Keller went to Ola Källenius, an imposing Swede who is chief executive at Mercedes.

Mr. Källenius’s office is at the top of a glass and steel high-rise in the middle of a sprawling manufacturing and development complex beside the Neckar River in Stuttgart.

Mr. Keller argued that road testing would help determine, among other things, whether the batteries would work with air cooling alone. If so, that would eliminate the need for a heavier, more costly liquid-cooled system.

Mr. Källenius signed off on the project, reasoning that a tangible goal would motivate the team and hasten development. He drew an analogy to Formula 1 racing. “If you’re chasing the leader, and suddenly you can see him, you get faster,” Mr. Källenius recalled.

Ms. Huang was a bit surprised when, in late 2023, Mr. Keller told her that Mercedes wanted to put the cells in a working vehicle. “We didn’t realize it was coming so soon, honestly speaking,” she said with a laugh.

But by June 2024, Factorial had managed to produce enough high-quality cells to announce that it had begun delivering them to Mercedes. In November, the factory in South Korea hit 85 percent yield, the best result yet. Ms. Huang and the Korean team celebrated by going out to a barbecue joint.

Mercedes still had to figure out how to package the cells in a way that would protect them from highway dirt and moisture. And it had to integrate the battery pack into a vehicle, connecting it to the car’s control systems.

The Factorial cells had one big drawback that made them hard to install in a car. They expanded when charged and shrank when discharged. In Mr. Keller’s words, they “breathed.”

Mr. Keller turned to engineers on the Mercedes Formula 1 racing team, who are accustomed to quickly solving technical problems. They devised a mechanism that expanded and shrank with the cells, maintaining constant pressure.

By Christmas 2024, a team working at Mercedes’s main research center in Sindelfingen, outside Stuttgart, texted Mr. Keller those two words: “spinning wheels.”

‘Finally I see you’
Mr. Keller confessed that he got a little emotional when his team sent him the video of the car. He waited until after Christmas to forward it to Ms. Huang with the same two words.

Several weeks later, the Mercedes engineers took the car with Factorial’s battery, an otherwise standard EQS electric sedan, to a company track for its first road test.

The engineers drove the car slowly at first. They carefully monitored technical data displayed on the dashboard screen.

They drove faster and faster until, by the fourth day, they reached autobahn speeds of 100 miles per hour. The battery didn’t blow up. In theory, it can power the car for 600 miles, more than most conventional cars can travel on a tank of gasoline.

Mr. Keller had been keeping Ms. Huang apprised of the progress, but she was still surprised when, during a meeting on marketing strategy in February, people from the Mercedes communications department mentioned that they had written a news release announcing the achievement.

“Do you want to take a look?” they asked.

She certainly did. The first successful road test with a Factorial battery was an enormously important moment, one they had been anticipating for years. Yet the teams at Mercedes and Factorial did not throw parties to celebrate. They still had work to do.

The next step is to equip a fleet of Mercedes vehicles with batteries, perfect the manufacturing process and do the testing required to begin selling them. That will probably take until 2028, at least. Many experts don’t expect cars with solid-state batteries to be widely available until 2030, at the earliest.

In April, Ms. Huang finally found time to travel to Stuttgart and ride in the car herself.

It was a clear spring day, with greenery sprouting in the German countryside and flowers beginning to bloom. Mercedes employees escorted her to a garage in Sindelfingen, where the automaker also has a large factory complex.

Ms. Huang had seen many photos of the car, but she still felt a thrill when the garage doors opened. It felt “like a long-lost friend,” she said. “Like, ‘Finally I see you!’”

A Mercedes driver took her for a spin on the test track, zooming down an asphalt straightaway then around a banked curve that, Ms. Huang said, felt like a roller coaster.

Inside the car, there was no way to perceive the difference with the Factorial battery compared with a conventional one. “But it’s just so special because it’s with our battery.”

>>> US Gapping down

Gapping down
In reaction to earnings/guidance
:
  • IOVA -33.1%, ORGO -19.9%, WOLF -18.7%, CVRX -17.1%, RCEL -14.8%, GMED -14.6%, DCGO -13.3%, ONTO -11.7%, FIGS -11.5%, HROW -10.4%, EXPE -9.9%, XPOF -9.1%, KODK -8.2%, FLWS -7.8% (also names new CEO), INOD -7.4%, OS -7.4%, OUT -7%, AFRM -6.7%, SUZ -6.6%, SPT -6.4%, REAL -6.3%, GRND -6.3%, SLVM -5.3%, ZIP -4.9%, SG -4.8%, OCS -4.2%, HUBS -4.1% (also authorizes new $500 mln share repurchase program), INGM -3.7% (also increases dividend), PBA -3.6%, COLL -3.6%, PCRX -3.3%, MNST -3.2%, CLMT -3.1%, COMP -3%, BILL -2.7%, ZYME -2.7%, HUBG -2.6%, SYNA -2.6%, GSAT -2.4%, CLSK -2.3%, SOLV -2.3%, SOUN -2.1%, ILMN -2%, AKAM -1.9%, WULF -1.8%, BBDC -1.7%, EXFY -1.6%, ASTH -1.5%, COIN -1.4% (also files mixed securities shelf offering), RKT -1.4%, MARA -1.3%, BHF -1.3%, SATS -1.3%, AAOI -1.1%, STWD -1%
Other news:
  • CTLP -7.9% (partnership with Carnival Cruise)
  • TYRA -5.6% (files for $500 mln mixed securities shelf offering)
  • TH -5.2% (to delay 10-Q filing)
  • PRTC -2.8% (announces the publication of new research in BMC Pulmonary Medicine that provides a comprehensive view into the lived experiences of people with idiopathic pulmonary fibrosis)
  • CDTX -2.3% (files for $500 mln mixed securities shelf offering)
  • QUBT -1.2% (names new COO)
  • CNS -0.8% (reports April AUM)

>>> US Gapping up

Gapping up
In reaction to earnings/guidance
:
  • ABL +25.2%, GDOT +18.6%, TMDX +18%, LASR +16.4%, GOGO +16.4%, DH +15.7%, TTD +14.5%, PINS +13.7%, LYFT +11.8% (also increases share repurchase program to $750 mln), MITK +11.8%, AMN +11.8%, MCHP +10.9%, PODD +10.9% (also authorizes new $125 mln share repurchase program), NET +10.5%, CARG +9.8%, FROG +9%, PUBM +9% (also increases share repurchase authorization by $100 mln), CBLL +8.9%, AMPX +8.8%, TOST +8.1% (also announces deal with Topgolf), CLFD +7.5%, TGS +7.1%, AVPT +7%, TWNP +6.9%, PSIX +6.3%, TMCI +5.8%, FNKO +5.7%, PRTA +5.5%, MNR +5.5%, ZD +5.2%, NGVC +5.1%, EVH +4.9%, ICUI +4.5%, TXG +4.4%, EVCM +4.3% (also increases share repurchase authorization by $50 mln), UI +4.2%, FOXF +3.8%, ALRM +3.6%, ANIP +3.5%, NTRA +3.3%, MTUS +3.1%, TREX +2.9%, AHR +2.8%, AFYA +2.8%, ATGE +2.7%, DIOD +2.7% (also authorizes new $100 mln share repurchase program), PGNY +2.7%, TSM +2.4% (April revs), SBSW +2.4%, TXNM +2.4%, CLNE +2.3%, MCK +2.2%, ROAD +2.2%, RXT +2.1%, VCTR +1.9%, FRT +1.9%, AGO +1.8%, DKNG +1.8%, TKO +1.8%, LPLA +1.8%, SLF +1.8% (also increases dividend), WEST +1.6%, KYMR +1.6%, ACLX +1.5%, EMBC +1.5%, TXRH +1.4%, RUM +1.3%, IMOS +1.3% (April revs), AQN +1.3%, IOSP +1.1%, DBX +1%, TU +1%
Other news:
  • CRVS +34.9% (new interim data from phase 1 trial evaluating soquelitinib)
  • PHX +20.1% (to be acquired by WhiteHawk Income)
  • TLSA +4% (announces significant reduction in microglia activation in PET Scan of moderate Alzheimer's patient treated with intranasal foralumab)
  • ICHR +3.8% (CEO buy shares)
  • TERN +3% (files for $300 mln mixed securities shelf offering)
  • CRMT +2% (names new CFO)
  • AA +1.7% (names new non-executive Chairman)
  • HRTG +1.3% (full placement of reinsurance program)
  • AKRO +1.1% (Presents Week 96 Results from Phase 2b SYMMETRY Clinical Trial of Efruxifermin)