WSJ : Magic Mushrooms. LSD. Ketamine. The Drugs That Power Silicon Valley.

Magic Mushrooms. LSD. Ketamine. The Drugs That Power Silicon Valley.
Entrepreneurs including Elon Musk and Sergey Brin are part of a drug movement that proponents hope will expand minds, enhance lives and produce business breakthroughs

Elon Musk takes ketamine. Sergey Brin sometimes enjoys magic mushrooms. Executives at venture-capital firm Founders Fund, known for its investments in SpaceX and Facebook, have thrown parties that include psychedelics.

Routine drug use has moved from an after-hours activity squarely into corporate culture, leaving boards and business leaders to wrestle with their responsibilities for a workforce that frequently uses. At the vanguard are tech executives and employees who see psychedelics and similar substances, among them psilocybin, ketamine and LSD, as gateways to business breakthroughs.

“There are millions of people microdosing psychedelics right now,” said Karl Goldfield, a former sales and marketing consultant in San Francisco who informally counsels friends and colleagues across the tech world on calibrating the right small dose for maximum mindfulness. It is “the fastest path to opening your mind up and clearly seeing for yourself what’s going on,” said Goldfield.

Goldfield doesn’t have a medical degree and said he learned to dose through experience. He said the number of questions he gets about how to microdose has grown dramatically in recent months.

The account of Mr. Musk’s drug use comes from people who witnessed him use ketamine and others with direct knowledge of his use. Details about Mr. Brin’s drug use and the Founders Fund parties come from people familiar with them.

Musk, his attorney and a top adviser didn’t respond to requests for comment.
A spokeswoman for Brin, the co-founder of Google, didn’t respond to requests for comment.

The movement isn’t a medical experiment or a related investment opportunity, but a practice that has become for many a routine part of doing business. It comes with risks of dependence and abuse. Most of the drugs are illegal. Before he was killed in April in San Francisco, Bob Lee, the founder of CashApp, was part of an underground party scene known as “the Lifestyle,” where the use of psychedelics was common. Lee had ingested drugs including ketamine before his death, an autopsy showed.

Silicon Valley has long had a tolerance toward drug use—many companies don’t test employees regularly—but the phenomenon is worrying some companies and their boards, who fear they could be held liable for illegal activity, according to consultants and others close to the companies.

Users rely on drug dealers for ecstasy and most other psychedelics, or in elite cases, they employ chemists. One prolific drug dealer in San Francisco who serves a slice of the tech world is known as “Costco” because users can buy bulk at a discount, according to people familiar with the business. “Cuddle puddles,” which feature groups of people embracing and showing platonic affection, have become standard fare.


Some start dabbling with psychedelics in search of mental clarity or to address health issues and end up using the drugs more frequently at Silicon Valley parties or raves, where they have taken a role similar to alcohol at a cocktail party.

Invitations to psychedelic parties are often sent through the encrypted messaging app Signal, rather than over email or text, so they can’t be shared easily. At some high-end private parties, users are asked to sign nondisclosure agreements and sometimes pay hundreds of dollars to attend, according to people who have attended or received invitations.

Spencer Shulem, CEO of the startup BuildBetter.ai, said he uses LSD about every three months because it increases focus and helps him think more creatively. While working alone after hours, he will sometimes take a low-enough dose where he said no one would know he was on LSD. Other times, he’ll take a larger dose alone and connect with nature on a hike.

Shulem, who lives in New York City, said the high expectations of venture-capital firms and investors in general can lead founders to turn to psychedelics to provide an edge. “They don’t want a normal person, a normal company,” he said. “They want something extraordinary. You’re not born extraordinary.”

He said he is cautious about sharing his LSD experiences at work unless someone asks. “I am not having a preaching seminar every Friday about the joys of drugs,” he said.

Fueling the informal use of psychedelics across the tech world is the formal, clinical work performed by doctors and researchers seeking new solutions for mental-health problems.
Ketamine, which doctors have long used as an anesthetic, is sometimes prescribed to treat depression or post-traumatic stress disorder, often as pills or through infusions at clinics.


Investors are pouring funds into companies working to develop treatments with psychedelics.
Rick Doblin, the founder of the research and advocacy nonprofit Multidisciplinary Association for Psychedelic Studies, or MAPS, saw about 12,000 attendees at his psychedelics science conference in Denver last week, a record, compared with about 3,000 six years ago.

Using psychedelics was the subject of a bestselling book by Michael Pollan in 2018 called “How to Change Your Mind.”
A Netflix docuseries based on the book followed in 2022.

The value of the psychedelic drug market, which includes companies engaging in research and trials to legalize the use, is expected to reach $11.8 billion by 2029, up from $4.9 billion in 2022, according to research firm BrandEssence.
Founders Fund has an ownership stake in Compass Pathways, a company researching commercial psilocybin development, and its co-founder Peter Thiel is personally invested in Atai Life Sciences, which is developing psychedelics for mental health.

A spokeswoman for Founders Fund said, “Research shows that psychedelics can provide significant mental health benefits, and we support public and private sector efforts to make these drugs safely and legally available.”

While some tech players say taking the drugs brings a medical benefit, most are dosing themselves, and not in a clinical setting. Tech innovators such as Apple’s Steve Jobs have long talked about using LSD.
Today, the use of psychedelics has become widespread.

“A few years ago, talking about psychedelics in Silicon Valley was a big no-no,” said Edward Sullivan, the chief executive of Velocity Coaching, a business that coaches startup founders and corporate executives. “That has really changed.”

He said about 40% of his clients have expressed an interest in psychedelics recently, up from a handful five years ago. Some executive coaches said they are now helping companies and leadership teams navigate drug use.


Some entrepreneurs microdose to derive benefits, often in hope of alleviating anxiety or sharpening focus. Others in tech said they take full doses of a drug—using the term macrodose—as they try to reach a high that will lead to a new disruptive idea. Goldfield describes this as “ego death,” an experience when a user gets to the core of their being and “lets go.”

The chief executive of the startup Iterable, Justin Zhu, said he microdosed LSD two years ago and was fired by the company’s board of directors. Zhu’s dismissal was for violations of “Iterable’s Employee Handbook, policies and values,” the company wrote in an email to staff at the time.

Zhu said he microdosed LSD once in 2019 on the recommendation of another entrepreneur, to help cope with depression as a result of being a CEO.
He found meditation and fasting weren’t enough. “It did really heal a lot of the trauma for me,” he said in an interview.

Zhu filed a lawsuit against Iterable and some of its board members alleging he was terminated for voicing complaints about anti-Asian discrimination, and that the microdosing issue was a pretext. The dose affected Zhu’s vision during an investor meeting, but overall the experience brought a positive change to his work life, Zhu’s lawyers said in the lawsuit.

A spokeswoman for Iterable declined to comment for the company and the board.
The case is proceeding to private arbitration, Zhu said.

When Musk in 2018 smoked marijuana on “The Joe Rogan Experience” podcast, he and employees of Musk’s rocket company, SpaceX, were subjected to drug tests for months after, Musk has said, without offering further details.

The CEO has told people he microdoses ketamine for depression, and he also takes full doses of ketamine at parties, according to the people who have witnessed his drug use and others who have direct knowledge of it.

The psychedelic parties that attract chief executives such as Musk and others across the tech industry extend beyond Silicon Valley. Tech and other industry executives have attended similar parties in Miami and Mexico, where guest lists are tightly controlled and kept confidential, according to attendees.

Goldfield, the former sales consultant who helps his friends microdose, said he counsels users to take a small amount of a psychedelic—say 10 micrograms in a gummy or a pill—and wait an hour to gauge the effect. Goldfield said that LSD helped him recover from a tough childhood in Chicago of bullying and feeling suicidal.

Microdosing, he said, isn’t the same as being high. “Think of it as a smart drug,” he said. “It’s giving you the ability to be more analytical and be more aware.”

Experts in the field say people who attempts to self-diagnose can slide into abuse. “There’s no guarantee you’re going to be the one who gets that positive outcome on your own,” said Alex Penrod, an addiction specialist in Austin, Texas.

Penrod said he supports the use of psychedelics with the help of a trained therapist but worries about people who use the potential therapeutic benefits of the drugs as a justification for recreational use. “You can get very comfortable with, ‘Well it has positive values, so I’m not going to pay attention to my use,’ ” he said. “It’s kind of blinding.”

When using powerful substances without the assistance of trained professionals, “you’re going to have some people falling into self-destructive behavior, rather than self-healing behavior,” said Sullivan, the executive coach.


That is what happened to Tony Hsieh, the former Zappos chief executive who died in late 2020 following injuries in a house fire, the Journal has previously reported.
Hsieh believed that ketamine could help him think through business challenges while working at Zappos, which is owned by Amazon.com. Soon, he was overusing, the friends said. Under pressure from Amazon to improve his erratic behavior, Hsieh resigned shortly before his death, the Journal reported.

Doblin, the founder of MAPS, and other researchers, said they believe there is a way to incorporate drugs into the workplace. At MAPS, which has about 35 employees, Doblin added to his employee manual a section called smokable tasks—things you can do at work when you’re high on drugs, such as brainstorming in a meeting or using Excel.

A for-profit subsidiary of MAPS, which is working to develop a therapy that works in conjunction with MDMA, also known as ecstasy, and has about 130 employees, declined to implement the policy. Doblin called that position “timid and risk-averse.”

Amy Emerson, the chief executive of MAPS Public Benefit Corp., MAPS’s for-profit arm, said in a written statement, “We support MAPS having policies that work for their teams and the work they are doing and maintain separate policies for our employees and the work we do at MAPS PBC.”

Tim Sae Koo was the founder of a digital marketing startup in San Francisco when he discovered psychedelics at the Coachella music festival in 2014.

He said they helped him realize he had started his business to make his mother proud, and that it was time to sell. “A lot of that kind of exploration in my psychedelic experience helped give me a clarity that I had started the company from a place of a wound,” he said.


For the past five years, he has hosted ayahuasca retreats in Costa Rica geared toward tech entrepreneurs and CEOs. Over 500 people have attended the ceremonies, including a handful of founders of startups worth more than $1 billion, he said.

The retreats last days where people drink a hallucinogenic brew that often induces vomiting but can also open the mind, said Sae Koo, incorporating elements of a practice used by some indigenous cultures.

Dustin Robinson, a former attorney at the law firm Holland & Knight, based in Fort Lauderdale, Fla., said he began researching psychedelics and their healing properties before trying psilocybin in the presence of his life coach. Suddenly, Robinson said, he could see a much broader career path.

He started a psychedelic-focused venture-capital fund. “It helped me step away and think, ‘Wow, I can have so much of a larger impact,’ ” he said.

In the past couple of years, the fund has invested nearly $20 million in 18 different companies involved with psychedelics.
He is on track to launch a second fund. The companies are all legal, he said, because they are researching and dispensing the drugs for pharmaceutical purposes.

Robinson said he has received ketamine therapy—full-dose injections by a doctor at a private clinic. He recently attended a five-day psilocybin retreat in Jamaica organized by Beckley Retreats, where he is a lead investor. Users don eye masks in a spiritual ceremony and, under the guidance of trained facilitators, receive a high dose of the drug to “go inward,” he said.

If he still worked at Holland & Knight, “I certainly wouldn’t be posting information about my psychedelic experience,” he said.

Sylvia Benito, a board member and spokeswoman for Beckley, said there is a waiting list for most of the roughly 30 retreats each year. The retreats are popular because “we’re in a time when people are looking for ways to feel like their lives matter.”

At Tesla’s factory in Fremont, Calif., S.O. Swanson, a former line worker, said that while Tesla had a policy against drugs, it had a high tolerance for cannabis and psychedelic use outside of the workday, and employees weren’t routinely tested.

Often Tesla workers were bussed in an hour or more from nearby cities, and it was common to ingest cannabis or psychedelics and arrive at work “California sober,” Swanson said.

Swanson took small doses of LSD, or chocolate laced with magic mushrooms, sometimes after work or on weekends. “Every single day felt a little bit more shiny,” he said.

He said he felt encouraged by Tesla’s chief executive, who occasionally makes drug-related jokes on Twitter.

Swanson was put on leave in 2022 and never brought back to work after offering to sell cannabis brownies to an employee who turned out to be a security guard, he said. After unsuccessfully trying to reach his supervisors to appeal, Swanson said, he emailed Musk through a private email available to employees but didn’t hear back.

Representatives for Tesla and Musk didn’t respond to requests for comment on Swanson.

FT : US corporate jet spending jumps as executives keep pandemic-era perks

US corporate jet spending jumps as executives keep pandemic-era perks
Meta spent the most on private flights last year, including more than $4mn for Sheryl Sandberg

US corporate spending on jet travel has jumped for the second year in a row, highlighting how companies continue to spend on flying perks they insisted were needed during the Covid-19 pandemic.

Jet spending for chief executives at S&P 500 companies increased to $41.3mn last year, up 22 per cent from the year before and the highest amount in at least 10 years, according to data from ISS Corporate Solutions.

Facebook’s parent company Meta spent the most among S&P 500 companies for a CEO’s personal air travel, reporting $2.3mn on private flights for Mark Zuckerberg. But that was dwarfed by the more than $4mn Meta spent for Sheryl Sandberg, who stepped down as chief operating officer last year.

Anger over corporate jet spending has faded since bank and auto company executives were castigated for flying on private jets to Washington during the great financial crisis.

But the optics of big corporate jet travel could still prove tricky for executives, said Matteo Tonello, managing director at The Conference Board.

“With a growing debate about inequity, it can be a problem for a company if its leaders are displaying publicly their privilege,” he said.
Such travel can also appear to clash with a company’s efforts to cut carbon emissions.

As Covid-19 enveloped the world in 2020, companies expanded private jet privileges, arguing that the higher spending was justified to avoid executives contracting the virus.
Covid-19 infections continued to ripple across Europe in the winter of 2022 and again in the US spring.
Some companies have since scrapped their Covid flight policies. Exelon, a Chicago-based utility, said it had called time on expanded jet travel for executives and board directors in December. Its jet spending increased from $667,435 in 2021 for its CEO and two other executives to more than $1mn in 2022, regulatory disclosures show.

Insurance broker Arthur J Gallagher reported a Covid flight policy in 2022 and 2021, and dropped pandemic references from its regulatory filings this year. The company had said chartered aircraft should be used for business as well as personal travel “in light of travel safety concerns” stemming from Covid-19. Its jet spending for CEO Pat Gallagher and another executive shot up to $446,111 in 2022 from $76,304 the year before.
A spokeswoman for Gallagher declined to comment.

Corporate spending on aircraft was relatively flat from 2011 to 2019, said Ramy Ibrahim at ICS. But since 2019, the S&P 500 companies have increased jet spending by 40 per cent.

“It stands to reason that the pandemic has something to do with it,” Ibrahim said.

Four companies spent more than $1mn on private jet travel for chief executives last year — Meta, Lockheed Martin, Netflix and Las Vegas Sands — versus two in 2021.

Defence contractor Lockheed spent $1.3mn on flights for chief executive James Taiclet, including commutes to his home out of state and “deadhead” flights — when an aircraft is used for a one-way charter. Lockheed spent $1.1mn on flights in 2021. Jet spending at Netflix and Las Vegas Sands increased 129 per cent and 46 per cent respectively.

This month, Netflix, which paid co-CEOs Reed Hastings and Ted Sarandos more than $50mn each, failed to win a majority of shareholder support for its executives’ pay, its second failed “say on pay” vote in as many years. The company’s share price plunged 51 per cent in 2022.

A spokesman for Netflix pointed to CEO pay changes the company announced this year, including a $3mn salary cap.
Sarandos had received a $20mn salary for the past three years.
Reed stepped down as co-CEO earlier this year.

Meta and Lockheed said they had no comment beyond regulatory disclosures.
Exelon did not respond to requests for comment.

Securities and Exchange Commission rules generally require companies to report air travel by executives as part of their pay package.

Shareholders typically shrug off companies’ jet spending as a small portion of total executive pay. But big jet bills can trip up companies. ISS noted Accenture’s big jet spending for chief executive Julie Sweet in 2022, which more than doubled from the previous year. Shareholder support for executive pay at the consultancy this year dropped to its lowest level since 2011.
Accenture did not respond to requests for comment.

Marian Macindoe, a corporate governance official at asset manager Parnassus, said the firm will include “excessive perks” when considering whether to vote against a company’s pay plan. Additionally, executives’ personal jet use “often runs contrary to [a] company’s climate goals”.

“We don’t necessarily support a directive to revert back to flying private at pre-Covid levels because the use and benefit of private jets is situational,” she said.

“However, reducing the use of corporate jets generally helps to reduce greenhouse gas emissions which supports climate action goals.”

FT : Private credit finds its next big target: investment grade debt

Private credit finds its next big target: investment grade debt
Blue-chip companies bypass banks and bond markets to borrow from industry with $1.4tn war chest

Alternative asset managers such as Apollo, KKR and Blackstone are increasingly financing blue-chip companies, as businesses look for new sources of capital to help counteract the effects of higher interest rates and a slowing economy.

The deals — including two announced this month with AT&T and PayPal — underscore the growing reach of the private credit industry as it helps companies bypass traditional banks and bond markets to raise money.

Private credit has boomed in the decade since the global financial crisis into a sector with $1.4tn in assets. Loans from private credit typically went to companies that were smaller or riskier.

Now, alternative asset managers lenders are targeting larger, more stable companies. “Private credit is going investment grade,” said Akhil Bansal, head of credit strategic solutions at Carlyle, the private equity group.

Executives said the shift was a natural outgrowth of private credit’s fundraising spree, giving managers cash to lend.
As well, most major private equity groups have bought or invested in an insurance company in the past five years, drawing in hundreds of billions of premiums to invest.
Supercharging the push has been Apollo, whose insurer Athene has amassed nearly $260bn in capital — roughly half of Apollo’s assets.

“We made a bet on private investment grade,” Marc Rowan, Apollo’s chief executive, told a conference this month. “We are also a beneficiary of this de-banking of the world because the assets that we need . . . were the kinds of things that used to go on to the balance sheets of banks, investment-grade private credit.”

Apollo is not alone.
KKR in 2021 bought a majority stake in insurer Global Atlantic, adding $90bn to the group’s assets at the time.
Carlyle purchased just under a fifth of reinsurer Fortitude Re from AIG in 2018 before striking a new deal last year that reduced its stake but boosted Carlyle’s assets by about $50bn. Blackstone, meanwhile, invests on behalf of insurers such as Corebridge through its insurance solutions division.

The insurance units are required by state regulators to invest the vast majority of their holdings in investment-grade rated debt, to safeguard policyholders.

But unlike traditional insurers, alternative investment managers have been more comfortable using financial wizardry to design private transactions that can provide a few extra percentage points of return compared to traditional investment-grade corporate bonds, which yield about 5.5 per cent.

That can prove attractive to companies needing to raise cash without tapping the investment-grade bond market, particularly when issuing more debt at the corporate level would influence a business’s credit rating.

The deals have taken several different forms, but often a company will move some assets — perhaps a manufacturing facility or real estate portfolio — to a subsidiary or new special purpose vehicle. Then companies raise preferred equity or debt against the unit, which brings in cash the parent can use to run its day-to-day business.

Rating agencies typically treat preferred stock deals more favourably than run-of-the-mill loans. And often, because the equity is raised in a special purpose vehicle, the parent company does not have to report it on its balance sheet.

Apollo bought $2bn of AT&T preferred stock in a deal that allowed the wireless carrier to partially repay some of its outstanding preferred equity. That followed a $1bn investment in German real estate group Vonovia in a similar structure.

The investment giant has done a handful of other well-known private financings, including for AB InBev — a deal secured by the brewer’s plants — as well as for car rental provider Hertz and the Abu Dhabi National Oil Company.

Other deals, such as KKR’s agreement last week to purchase up to €40bn of consumer loans originated by PayPal, have more closely resembled traditional asset-backed securities. In those transactions, a pool of assets — such as mortgages, credit card receivables or auto loans — are packaged together, with the interest payments funding new slices of debt that are sold on to investors.

The use of insurance capital and private credit is just the latest example of blue-chip companies pairing up with alternative asset managers.

Intel last year struck a $30bn deal with Brookfield and its infrastructure funds, with the asset manager investing $15bn in a new chip foundry.

Intel, like most companies entering into these agreements, did not say how much it would pay Brookfield for the investment. However, its chief financial officer David Zinsner told analysts last year that Brookfield would receive part of the cash flows the plant generates once it is operational, giving the investment firm a return somewhere between 4.4 per cent and 8.5 per cent.

“It will protect our strong balance sheet,” Zinsner said of the deal. “It allows us to tap into a new pool of capital while protecting our cash and debt capacity for future investments.”

>>> US Close Dow -0.04% S&P -0.45% Nasdaq -1.16%

Closing Stock Market Summary

The session started on a more upbeat note, but the three major indices all closed in negative territory. The S&P 500 and Nasdaq settled near their worst levels of the day while the Dow Jones Industrial Average closed just below its flat line.

Weak mega stocks, which were trading down due to ongoing consolidation efforts, were integral to index level performance. The Vanguard Mega Cap Growth ETF (MGK) closed with a 1.3% loss while the market-cap weighted S&P 500 fell 0.5%.

Tesla (TSLA 241.05, -15.55, -6.1%), which was downgraded to Neutral from Buy at Goldman Sachs, and Alphabet (GOOG 119.09, -3.93, -3.2%), which was downgraded to Neutral from Buy at UBS, were some of the worst performers from the space. 

There was some underlying strength, though, as evidenced by the 0.6% gain in the Invesco S&P 500 Equal Weight ETF (RSP). Also, small and mid cap stocks were relative outperformers. The Russell 2000 closed with a modest 0.1% gain and the S&P Mid Cap 400 rose 0.8%. 

Roughly half of the 11 S&P 500 sectors closed with gains. Real estate (+2.2%) led the pack by a wide margin followed by energy (+1.7%) and materials (+1.0%). Meanwhile, the communication services (-1.9%), consumer discretionary (-1.3%), and information technology (-1.0%) sectors fell to the bottom of the pack, dragged down by their respective mega cap components. 

The consumer discretionary sector was also weighed down by a sizable loss in Carnival Corp. (CCL 14.60, -1.20, -7.6%). CCL had risen 80% since late April, but lost ground today after an earnings report that was better than expected.

In other corporate news, Dow component IBM (IBM 131.34, +1.91, +1.5%) agreed to buy Apptio for $4.6 billion cash.

Other factors driving the mixed price action, aside from weak mega caps and consolidation efforts, included some possible quarter-end rebalancing in favor of bonds, along with some geopolitical angst.

That geopolitical angst was part of the market narrative due to reports over the weekend indicating that Yevgeny Prigozhin, leader of the mercenary Wagner Group, led an incursion into Russia that has been described as a coup attempt. It ended quickly, though, after Prigozhin accepted asylum in Belarus. 

Treasuries settled with gains. The 2-yr note yield fell one basis point to 4.74% and the 10-yr note yield fell two basis points to 3.72%.

  • Nasdaq Composite: +27.4% YTD
  • S&P 500: +12.7% YTD
  • Russell 2000: +3.5% YTD
  • S&P Midcap 400: +4.3% YTD
  • Dow Jones Industrial Average: +1.7% YTD

There was no U.S. economic data of note today, but it's a busy week of data that will culminate with the release of the Personal Income and Spending report at 8:30 a.m. ET on Friday that will feature the Fed's preferred inflation gauge (the PCE and core-PCE Price Indices).

Looking ahead to Tuesday, market participants will receive the following economic data:

  • 8:30 ET: May Durable Orders (consensus -1.0%; prior 1.1%) and Durable Orders -ex transportation ( consensus 0.0%; prior -0.2%)
  • 9:00 ET: April FHFA Housing Price Index (prior 0.6%) and April S&P Case-Shiller Home Price Index (Briefing.com consensus -2.5%; prior -1.1%)
  • 10:00 ET: June Consumer Confidence ( consensus 103.8; prior 102.3) and May New Home Sales ( consensus 665,000; prior 683,000)

>>> US After Hours Summary: AEL +7.3% up after Brookfield nears deal to buyout f

After Hours Summary: AEL +7.3% up after Brookfield nears deal to buyout firm, according to Bloomberg; APLD -5.2% down after guiding MayQ revs below consensus

After Hours Gainers:

Companies trading higher in after hours in reaction to earnings/guidance: ABCM +2.9% (guidance)

Companies trading higher in after hours in reaction to news: AEL +7.3% (Brookfield nearing deal to acquire firm, according to Bloomberg), MOD +4.7% (Director sold $560K of stock), TERN +3% (new preclinical data for TERN-601), EWTX +2.8% (positive 12-month topline results from ARCH open label study), MLTX +2.6% (commences $250 mln public offering), EXPI +1.4% (increases repurchase cap by $500 mln), FTI +1.1% (awarded contract by Azule Energy), ALDX +1.1% (to announce resuilts from ADX-629), MBLY +0.6% (CFO steps down), HOOD +0.6% (cutting 7% of its workforce, according to WSJ), ILMN +0.2% (reducing workforce), MSFT +0.1% (considered acquiring Bungie and Sega, according to The Verge)

After Hours Losers:

Companies trading lower in after hours in reaction to earnings/guidance: APLD -5.2% (guidance)

Companies trading lower in after hours in reaction to news: ACET -14.4% (positive data from ADI-001 Phase 1), IDYA -1.1% (files mixed shelf), LTHM -0.1% (provides update on manufacturing facility fire), MTX -0.1% (subsidiary exiting talc business)

TEchCrunch : Databricks picks up MosaicML, an OpenAI competitor, for $1.3B

Databricks picks up MosaicML, an OpenAI competitor, for $1.3B

Investors aren’t the only ones who want to get their hands on hot tech companies in the field of AI: It’s also likely to spur a big wave of M&A, too. Today, Databricks announced it will pay $1.3 billion to acquire MosaicML, an open source startup with neural networks expertise that has built a platform for organizations to train large language models and deploy generative AI tools based on them.

Prior to this, MosaicML had raised just under $64 million from investors that included DCVC, AME Cloud Ventures, Lux, Frontline, Atlas, Playground Global and Samsung Next.

Notably, its last investor-round valuation was just $222 million — meaning it’s leaped 6x with this exit, a remarkable price that really does underscore just how frothy the AI market is right now, as well as the demand for talent and tech in the space.

Frothy, but only relatively speaking, considering that competitor OpenAI was valued at upwards of $40 billion in its last round from Microsoft.
In that context, Databricks got a steal here.

The deal will see MosaicML become a part of the Databricks Lakehouse Platform, providing generative AI tooling alongside the Databricks’ existing multicloud offerings, which include integration, storage, processing, governance, sharing, analytics and AI-related services.

The world is abuzz these days about OpenAI, and specifically the potential for where to apply the generative AI that OpenAI has popularized and made very accessible.
But inevitably the Microsoft-backed parent of ChatGPT is not working in a vacuum, and others are emerging and growing to capitalize on the surge of interest in the space.

MosaicML is no slouch in that regard. The penultimate version of its LLM, MPT-7B, has had 3.3 million downloads.

WWD : Fewer Young Women Carrying Handbags These Days, According to Circana Study

Fewer Young Women Carrying Handbags These Days, According to Circana Study

The $8.8 billion handbag market in the U.S. market is facing a generational dilemma. Younger women are less likely than older women to buy and carry handbags, according to an Omnibus survey from Circana, the new company that combined IRI and The NPD Group.

The study found that more than 60 percent of women ages 35 and older report that they always carry a handbag for activities, other than work or school, compared to only 39 percent of women ages 18 to 34.

When younger women do buy bags, they’re more apt to purchase tote bags; shoppers; fanny, waist and chest packs; backpacks, and small crossbody styles, the survey found.

According to Circana’s Checkout, its receipt-based tracking service, which recently expanded to include data for the U.S. accessories market, consumers between the ages of 18 and 34 years old are purchasing fewer handbags than older shoppers. Among younger consumers, unit sales dropped 2 percent year-over-year in the 12 months ending April. Units grew by 7 percent among older consumers versus the prior year. Consumers aged 35 and older also helped offset some of the industry’s year-over-year sales revenue losses.

“Brands and retailers can narrow this generational gap by tailoring their products and marketing messages to the lifestyles of younger consumers,” said Beth Goldstein, footwear and accessories analyst at Circana.
“Millennials and Gen Z are seeking both function and fashion, as they embark on their daily activities, special events and travel, so they are looking for products that provide ease and convenience.
Versatile, hands-free options, including backpacks and fanny packs, have proven to be very desirable.”
While 18- to 34-year-olds accounted for a decline in the overall handbag market over the past year, sales from certain styles grew for this age group. For example, totes and shoppers were up 11 percent; fanny, waist and chest packs increased 56 percent, and everyday lifestyle backpacks rose 7 percent. Small crossbody bags are the most frequently carried style. Young women are also more likely to carry backpacks, according to the Omnibus survey results.

When Millennial and Gen Z shoppers do buy bags, they’re buying more frequently in directly owned stores or specialty retailers, Circana’s data shows.

“While department stores and major e-commerce players remain the top channels for handbag purchases overall, younger consumers are gravitating to specialty stores that offer newness and innovation, particularly aligned with the prominence of athleisure,” Goldstein said. “From the handbag styles they are buying to where they are shopping, understanding the purchase motives by generation and harnessing the power of these contrasts should be key brand and retailer initiatives,” she said.

WWD : Kering Beauté Acquires Creed

Kering Beauté Acquires Creed
The French luxury group is building up its beauty division.

PARIS — Kering Beauté has made its first acquisition: Creed.

The French luxury house said Monday that it has purchased the totality of the high-end niche fragrance house that’s controlled by BlackRock Long Term Private Capital Europe and the current chairman Javier Ferrán.

Financial terms of the all-cash transaction were not disclosed.

Creed will join other perfume brands in Kering Beauté’s stable that include Bottega Veneta, Balenciaga, Alexander McQueen, Pomellato and Qeelin.

Creed is the first niche fragrance brand to be owned by Kering, which announced early this year that it was creating an in-house beauty division.

The high-end luxury fragrance segment is a hot commodity these days, among the fastest growing in beauty. It’s been registering double-digit growth, plus high profitability and revenue recurrence.

Creed dates back to 1760, when it was begun by James Henry Creed during the reign of King George III of England. Creed was first established as a tailor and later a fragrance house. Over the years, the Creed family produced more than 200 perfumes, including the cult bestselling men’s fragrance Aventus Cologne, Viking, Himalaya and Green Irish Tweed.

Based in Paris, with a factory in nearby Fontainebleau, Creed manufactures many of its own essences using a traditional infusion technique that enables Creed to maintain the quality and authenticity of its fragrances.

In a statement Kering called Creed is the largest global indie high-end fragrance-maker.

Creed was sold by the Creed family to BlackRock and Ferrán in early 2020, when industry sources estimated that Creed’s revenues were in excess of $200 million.

“The acquisition of Creed is a major step for Kering Beauté,” Kering said in a statement. “A perfect fit with its portfolio of renowned luxury brands, it immediately provides Kering Beauté with the required scale, an outstanding financial profile, as well as a platform, supporting the future development of other Kering Beauté fragrance franchises, by leveraging in particular Creed’s global distribution network.”

Kering Beauté said that while maintaining the heritage and high-end image of Creed, it will further unlock the brand’s potential in all markets, channels and categories, especially via its development in China and travel retail, as well as expand further in the feminine fragrance portfolio, body and home categories.

“The beauty category is a natural extension of Kering’s luxury universe, and the group is confident its expansion in this strategic segment will create lasting value for the group and its houses,” Kering said.

The deal is expected to close in the second half of this year.

“The acquisition of Creed represents Kering Beauté’s first strategic initiative, and demonstrates our commitment to developing a strong position in the luxury beauty segment,” said François-Henri Pinault, chairman and chief executive officer of Kering, in a statement.

“I am thrilled that today our stories and values come together around this spirit of family entrepreneurship and excellence to accelerate our journey in beauty, and I am delighted that the brand is joining Kering’s collection of luxury houses,” he said.

“The House of Creed is recognized as one of the few leading global luxury fragrance brands, synonymous with exclusivity and creativity,” said Jean-François Palus, group managing director of Kering. “We are confident that this landmark acquisition will facilitate and amplify our development in fragrance.
This is a milestone in the development of Kering Beauté, as we believe more than ever in the strong potential of our brands in beauty.”

After months of speculation, Kering in early February said it has begun taking its beauty business back in-house, and that it had appointed Raffaella Cornaggia as CEO of Kering Beauté, a new position in a new division.

She reports to Palus and has been charged with developing with a team an expertise in the beauty category for Bottega Veneta, Balenciaga, Alexander McQueen, Pomellato and Qeelin.

At the time, Kering said: “The creation of Kering Beauté will enable the group to support these brands in the development of the beauty category, which is a natural extension of their universe.”

Until then the buzz had been intensifying about whether Kering would make such a move and if so, what that might take, especially in regards to jewels in the crown, Gucci and Yves Saint Laurent, which are licensed to Coty Inc. and L’Oréal, respectively.

Kering is no stranger to beauty. Until the late 2000s, the group, then called PPR, took a more hands-on approach to fragrance and cosmetics. At the time, PPR’s Gucci Group had a beauty subsidiary named YSL Beauté, which included fragrance and beauty brands and licenses, such as Yves Saint Laurent, Stella McCartney, Boucheron and Ermenegildo Zegna, before it was sold to L’Oréal in 2008 for 1.15 billion euros.

Today, Gucci has a 50-year beauty license that is held by Coty and expected to expire in 2028. The Yves Saint Laurent license with L’Oréal is long term.

Among Kering’s other owned fashion and jewelry labels, Interparfums runs Boucheron’s business in perfume, while Lalique Group develops Brioni’s fragrance activity.

Industry experts believe it makes good strategic sense for Kering to sharpen its focus on beauty, especially as the group now has a stronger balance sheet and net cash position with which to carry out deals.

But Kering Beauté is up against some formidable competitors.
LVMH — which has 15 brands, including Parfums Cristian Dior and Guerlain, in its Perfumes and Cosmetics division — in March reorganized that branch, naming Stéphane Rinderknech as its chairman and CEO.
There had been no one executive helming that division for decades.

According to WWD Beauty Inc’s Top 100 Ranking of beauty manufacturers, reflecting 2022 sales, LVMH placed sixth, Shiseido fifth, Procter & Gamble fourth, the Estée Lauder Cos. third, Unilever second and L’Oréal first.

Luxury goods companies, such as Puig, have over the past decade been taking back full control of the brands they own. That can pack a powerful punch, giving them more consistency, synergies and power.

There is something of an an arms race today to acquire and invest in niche fragrance brands.
The category has been the biggest driver in the premium fragrance segment, which grew 9.1 percent to $57.36 billion and is forecast to rise another 7.9 percent between 2022 and 2023, and 6.7 percent between 2023 and 2024, according to Euromonitor International.

Last week, Advent International acquired Parfums de Marly and Initio Parfums Privés in a deal estimated by industry sources to be more than $700 million. Also this month, a majority stake in Sabé Masson, which began with solid fragrances, was sold to Boris Gratini et Hélène Ortola.

In May, Juliette Has a Gun raised a new round of funding with Cathay Capital, as did Perfumer H, with Natura & Co.’s venture capital fund Fable Investments.

TAGS

WSJ : Amedisys Agrees to UnitedHealth Takeover, Scraps Option Care Health Merger

Amedisys Agrees to UnitedHealth Takeover, Scraps Option Care Health Merger
Unsolicited offer from UnitedHealth outbids $2.8 billion deal

UnitedHealth Group UNH 0.77%increase; green up pointing triangle will acquire Amedisys AMED -0.23%decrease; red down pointing triangle for $101 a share, or nearly $3.29 billion, upending a prior deal for the home-health provider to combine with Option Care Health OPCH 4.83%increase; green up pointing triangle.

Amedisys said Monday that it has agreed to a takeover by UnitedHealth’s Optum health-services arm in which each Amedisys share will be converted into the right to $101 in cash.

Amedisys will become a wholly owned subsidiary of UnitedHealth when the transaction is completed.
UnitedHealth’s UnitedHealthcare is the biggest U.S. health insurer.
Its Optum business includes a sprawling network of physician groups, surgery centers and other assets.

Paul Kusserow, the chairman and former chief executive of Amedisys, said the UnitedHealth deal “gives us the opportunity to continue to significantly innovate driving care into the home with a like-minded partner who brings a set of unique and additive capabilities to the table.”

A spokeswoman for UnitedHealth declined to comment.

The companies didn’t provide an expected closing date on the acquisition, which still needs to be approved by regulators and Amedisys shareholders.

The combination is likely to draw close antitrust scrutiny from the Federal Trade Commission. Optum will be seeking to take over the No. 2 competitor in the home-health business, after recently absorbing the No. 3 company, according to analysts.

The Biden administration has signaled concern about tie-ups between related businesses in an industry. The Justice Department earlier challenged Optum’s acquisition of health-technology company Change Healthcare, but a judge ruled against the antitrust enforcers and the deal went through.

When it announced its offer for Amedisys, UnitedHealth said it was confident it could secure approval for the combination, partly because of how fragmented the home-health business is.

Analysts have said that the combination of Optum’s current home-health assets and Amedisys would only comprise about 10% or less of the industry and suggested that the companies would have to offer divestitures to close the deal, likely in the Southeast and mid-Atlantic regions.

The deal can be terminated if it isn’t completed within one year, or 18 months if an extension is granted, according to a securities filing.

If Amedisys lands a better deal and scraps the UnitedHealth merger, the company would owe UnitedHealth a $125 million termination fee under the terms of Monday’s agreement. Alternatively, UnitedHealth would owe Amedisys a $144 million termination fee if the merger is blocked by antitrust regulators.

Earlier this month, Baton Rouge, La.-based Amedisys said it had received an unsolicited proposal from the UnitedHealth unit for an acquisition at $100 a share, which represented a nearly 26% premium to the stock’s most recent closing price at the time.

The new bid disrupted Amedisys’s plans to merge with Option Care Health in an all-stock transaction that was announced in May.

The Option Care Health deal was valued at roughly $2.8 billion, or $86.29 a share, to Amedisys investors when UnitedHealth made its competing offer. Amedisys’s directors said at the time that the new offer likely represented a better deal than the Option Care Health agreement.

Under their contract terms, Amedisys is set to pay Option Care Health a $106 million termination fee, which the latter company said will be incorporated into its existing capital-allocation strategy.

Shares of UnitedHealth were up slightly in midday trading, while shares of Amedisys were down about 1% and Option Care Health were up more than 5%.