>>> Europe : Brokers Upgrades & Downgrades - 18th of July 2025

>>> Up
* Abbott Raised to Buy at Jefferies; PT $145
* Fagron PT Raised to 27 euros from 21 euros at Oddo BHF
* GE Aerospace PT Raised to $300 from $275 at TD Cowen
* Grieg Seafood Raised to Buy at Norne Securities; PT 90 kroner
* Tele2 Raised to Buy at Nordea
* Tele2 Raised to Buy at Pareto Securities; PT 165 kronor
* TSMC ADRs PT Raised to $275 from $240 at Barclays
* Vestas Raised to Overweight at JPMorgan; PT 161 kroner
* WDP Raised to Buy at Berenberg

>>> Down
* Alcoa Cut to Hold at CFRA; PT $32
* Almirall Cut to Hold at Bestinver; PT 11 euros
* Atresmedia Cut to Hold at Bestinver; PT 5.35 euros
* Fiskars Cut to Sell at Inderes; PT 12 euros
* Hexagon Purus Cut to Sell at Arctic Securities; PT 2 kroner
* Lundin Gold Cut to Hold at Desjardins; PT C$70
* Ringkjoebing Landbobank Cut to Sell at ABG; PT 1,145 kroner
* Sesa Cut to Neutral at Mediobanca SpA; PT 95 euros
* SMA Solar Cut to Underperform at Jefferies; PT 16 euros
* Standard Chartered Cut to Hold at Shore Capital; PT 1,270 pence
* Vincit Cut to Reduce at Inderes; PT 1.70 euros
* Volvo Cut to Hold at SEB Equities; PT 290 kronor

>>> Initiation
* Alvotech GDRs Rated New Buy at SEB Equities; PT 125 kronor
* Snowflake Rated New Overweight at Stephens; PT $261

>>> Call
* ACS Rises as Jefferies Raises PT on Data Centers Demand
* Barclays Cut at Citi, European Banks to Underperform US Peers
* SMA Solar Downgraded at Jefferies on Continued Weak Demand
* Vestas Raised to Overweight at JPMorgan on Wind-Power Growth
* Strategists See Stoxx Europe 600 Rising 2.3% By Year End: Survey

>>> Stoxx 600 Pre-Market Indications

  • Vestas (VWSB TH) +5%
    • Vestas Raised to Overweight at JPMorgan on Wind-Power Growth (1)
  • Telia (TLS TH) +3.5%
    • Telia 2Q Net Sales Meet Estimates
  • Rio Tinto (RIO1 TH) +2%
    • Iron Ore Gains to Three-Month High as BHP Lauds Chinese Demand
  • Tomra (TMRA TH) +2%
  • Rolls-Royce (RRU TH) +1.8%
  • Lanxess (LXS TH) +1.3%
  • RELX (RDEB TH) +1.3%
  • Delivery Hero (DHER TH) +1.2%
  • Saab (SDV1 TH) +1.2%
    • Saab Boosts FY Organic Revenue Forecast
  • Fuchs (FPE3 TH) +1%
  • K+S (SDF TH) -0.5%
  • Telenor (TEQ TH) -0.5%
  • Aurubis (NDA TH) -0.5%
  • Stora Enso (ENUR TH) -0.6%
  • Brenntag (BNR TH) -0.6%
  • Hensoldt (HAG TH) -0.6%
  • ASML (ASME TH) -0.6%
  • Novo (NOV TH) -0.7%
  • Thyssenkrupp (TKA TH) -1.5%
  • GSK (GS71 TH) -2.6%
    • GSK Seen Falling as Blenrep Fails to Win US Regulator Approval

FT : Elon Musk backer Vy Capital closes to outside investors after windfall

Elon Musk backer Vy Capital closes to outside investors after windfall
Secretive tech investment group has racked up gains after backing companies such as SpaceX and xAI

A secretive technology investment group that is a top backer of Elon Musk’s companies will close to external investors, after racking up such big gains that it is no longer dependent on outside financing.

Vy Capital, which has a four-person investment team and little public profile, has emerged as a major financier for Musk’s groups, including his rocket company SpaceX and artificial intelligence company xAI.

According to people familiar with the matter, Vy notified its external investors this month that it would not raise further outside money.

The group plans to continue managing its current portfolio and investing its own capital, the people added.

Vy, which is led by John Hering and Alexander Tamas, has about $15bn of assets under management and has generated about 28 per cent annual returns over the past decade, after being co-founded in 2014, one of the people said.

The group has for years backed SpaceX, including as a lead investor, first investing at a valuation of $15bn. The rocket company is now set to be valued at $400bn, more than doubling the figure from less than two years ago.

Vy also has been a major backer of artificial intelligence group xAI, which is targeting a valuation of up to $200bn, a 10-fold increase from early last year.

One person with knowledge of Vy’s investments said it is the largest external shareholder in Musk’s brain implant group Neuralink and tunnelling company BoringCo.

Neuralink’s valuation has almost tripled in the past two years to $9bn, according to data provider PitchBook.

Vy has become a vital player in financing Musk’s dealmaking. In 2022, the group committed $700mn to Musk’s bid for Twitter — which he has since renamed X — becoming one of the biggest backers of the billionaire’s $44bn takeover of the platform.

The following year, Pablo Mendoza, then managing director at Vy, was part of the so-called “transition team” Musk brought in to Twitter to help him slash costs and wrestle the platform’s finances under control.

Mendoza later became head of finance for xAI, which has since acquired X.

Hering and Tamas expect to continue to work closely with the billionaire entrepreneur after closing to outside funds, the people said.

Vy has raised three funds of less than $1bn each, one person said, with a total operations team of about 20 people, including offices across California and London. Its website is a single page listing only the firm’s name, motto, locations and email address.

Alongside backing Musk’s companies, Vy has also invested in groups including social platform Reddit, Indian food delivery company Zomato and the financial technology group Upgrade.

It is set to make hundreds of millions of dollars in profit when the home services firm Urban Company holds an initial public offering in India.

Vy has also invested in the US AI group Cerebras, which has expressed an “aspiration” to IPO this year, and has been an early backer of the $5bn cyber insurance company Coalition, where Hering is a co-founder.

Hering previously co-founded the cyber security company Lookout, while Tamas worked at Goldman Sachs and as a close associate of Yuri Milner, the billionaire founder of DST Global, where he led deals with companies including Facebook and Airbnb.

The son of Jared Birchall, a top Musk aide, was a summer analyst in recent years at Vy, underscoring the close links between the Tesla chief and the firm.

Vy declined to comment.

>>> TradeGate Pre-Market Indications

DAX:
  • BMW (BMW TH) +0.7%
  • E.On (EOAN TH) +0.5%
  • Symrise (SY1 TH) +0.5%
  • BASF (BAS TH) +0.5%
MDAX:
  • Fuchs (FPE3 TH) +1.7%
  • Delivery Hero (DHER TH) +1.4%
  • Lanxess (LXS TH) +1.3%
  • Jungheinrich (JUN3 TH) +1.1%
  • Aixtron (AIXA TH) +0.8%
  • RENK Group (R3NK TH) -0.3%
    • Tankmaker KNDS Eyes IPO, Stake Sale as Buyout Firms Circle (1)
  • K+S (SDF TH) -0.5%
  • Thyssenkrupp (TKA TH) -1.3%
SDAX:
  • Deutz (DEZ TH) +1.3%
  • Hamborner REIT (HABA TH) +0.5%
  • PVA TePla (TPE TH) -0.6%
  • Kloeckner (KCO TH) -1.4%
  • Heidelberger Druck (HDD TH) -1.4%
  • SMA Solar (S92 TH) -5.9%
    • SMA Solar Downgraded at Jefferies on Continued Weak Demand
  • Salzgitter (SZG TH) -9.2%
    • Salzgitter Shares Likely to Drop on Profit Warning: Street Wrap

FT : Meet the new generation of luxury resellers

Meet the new generation of luxury resellers
High-end second-hand platforms are drawing buyers and vendors with tailored services, personality-led shopping experiences and a curated edit

Up until a few years ago, Anabelle Anthony shopped on peer-to-peer resale platforms such as eBay and Vestiaire Collective for vintage Yves Saint Laurent and Dior — but more recently she has switched to consignment sites that sell a vetted edit of products, including Paris-based ReSee. “I️ have a hard time trusting private sellers found on larger platforms,” says the 24-year-old American development manager for a modelling agency. 

Anthony is one of many second-hand shoppers who are feeling the pull of platforms that may have fewer products and higher prices than larger marketplaces, but offer personal interactions, a community feeling and polished websites with inspirational images.

“It’s the difference between wandering through a warehouse and being handed a tightly edited rack backstage at a show,” says Domi Perek, 30, a Berlin-based art director who browses second-hand platforms on a weekly basis for vintage Jil Sander, Phoebe Philo’s Céline and early Helmut Lang.

ReSee was founded in 2013, shortly after Vestiaire Collective and The RealReal. The former pioneered selling second-hand luxury peer-to-peer online, while the latter introduced consignment, aiming to reassure clients of products’ authenticity and cleanliness. Both platforms have raised hundreds of millions of venture capital, boast high sales volumes ($600mn for The RealReal and €187mn for Vestiaire Collective in 2024) and have struggled with counterfeit issues and profitability. (Vestiaire expects to become profitable this year, while The RealReal, which went public in 2019, reached it in 2023).


ReSee came to market with a more tailored approach. “We wanted to serve that luxury consumer who is not necessarily looking for second-hand, but she is looking for great moments in fashion,” says Sofia Bernardin, a former American Vogue editor who co-founded the platform with Sabrina Marshall, previously a fashion director at Self Service magazine. “Our clients want to shop a point of view. We make sure that each piece is relevant with what’s going on in fashion today,” adds Marshall.

They launched the platform with 250 vintage Saint Laurent pieces belonging to a private collection. Today, finds on the site include a €6,280 Dior couture dress from 2018 and €14,460 Tom Ford for Gucci gown from 2004, as well as more accessible pieces such as a €244 wrap skirt from Céline. Each item is authenticated by ReSee’s in-house team of three, sanitised, repaired if needed, and shot on a model. 

The company, which its founders say has been turning a profit since the beginning, takes a 40 per cent commission on ready-to-wear. In comparison, Vestiaire Collective has a 10 per cent selling fee for items priced between £100 and £20,000 in the UK. But ReSee’s sellers are willing to pay for the level of service they receive. “We go to her, we clean up her closets, it’s an experience,” says Bernardin. In 2023, the brand said it was targeting €25mn in revenue by 2025.

The global resale market has enjoyed double-digit growth for the past four years, reaching $204.7bn in 2024, according to Global Data, and competition has boomed. It’s a market where cautionary tales of going too big too fast abound, with the recent collapse of businesses including UK-based Luxe Collective and Cudoni, both of which sold second-hand luxury apparel and accessories.

But as the market expands, new founders are carving out niches with specialised offerings and personality-led shopping experiences. They are also launching services to ease the labour of buying and selling online. These founders are doing so while advocating slow growth and keeping a firm eye on their bottom line.


Hanushka Toni, who founded Sellier in 2019 with a focus on luxury handbags, attributes the early profitability of her business to two cornerstones: its commissioning structure and its high average order value, which is between £2,500 and £3,500 per transaction. Sellier takes a fee of between 50 per cent for products priced up to £1,250, and 20 per cent for ultra premium Hermès bags.

“We are probably one of the most expensive resale solutions in the market,” says Toni. “But our sellers are more than prepared to pay that because the sell-through is so fast and we are a very high-touch business. All they need to do is make up their mind to sell. We collect the product, do everything from A to Z, and then get them paid.” 

Sellier has stores in London and Monaco, as well as seven physical locations across the UK. They allow customers to have a direct point of contact, but also store products, saving on the cost of managing a warehouse. “Our buyers are not people looking to save money, they are people who want the hottest item and might have missed out on it [in the primary market],” says Toni, adding that turnover was upwards of £20mn last year, up 40 per cent on 2023. “When you are doing transactions of our nature, customers want to know that they are not shopping with someone who is just in the ether.”

This personal connection is at the core of The Hosta, a reseller of vintage handbags and watches founded by Danni Dance, a former bag and accessories developer for Nanushka, Cos and Hunter, in 2020. Dance personally replies to customers’ questions, provides extra photos and videos of her items, and even models them herself to show proportions and styling tips.

“I really felt like I got to know Danni by speaking to her through Instagram,” says Roya Farrokhian, associate commercial director of fashion at Condé Nast in London, who has been using the platform for four years. “She almost acts like a sales associate.”

Dance has found her niche in handbags from brands including Bottega Veneta, Loewe, Fendi and Louis Vuitton, usually priced between £500 and £3,000. “It’s not trend-led, it’s a bag that we know will last season after season. The quality has to be there, the leather has to be right,” says Dance, who takes a 30 per cent commission on anything below £3,000. Her clients include collectors, stylists and designers but also “people who maybe don’t have the budget to buy a £4,000 new Bottega [Veneta] bag”, she adds.

The business is profitable and Dance believes it will continue to grow. “More and more people will turn to vintage as prices for [new] products increase and quality declines,” she says.

Melanie Milham, who founded Curate & Rotate in 2020, is also similarly catering to clients on a budget with pieces from contemporary labels such as Nanushka, Toteme, Tibi and House of Dagmar, priced between £30 and £650. According to Milham — who takes a 50 per cent commission — much of the draw of her platform lies in the way pieces are shot and styled, creating what she calls the “Curate & Rotate look”.

“People trust us and enjoy seeing pieces come to life,” she says. Curate & Rotate is also in the black, with revenue in the six figures, and Milham is planning to open a physical store in Brighton next year.

For others the curation is not a question of brand, product or style, but of source and community. When Theo El-Kattan and Henry McNeill-Njoku launched Known Source in 2022, they wanted to “curate the best sellers in the industry and bring them into one place”, says El-Kattan, who had grown frustrated from scrolling “hours and hours” on Grailed or Depop.

Their 37 sellers work across streetwear, archive fashion and luxury, bringing a very engaged audience of Gen Z and even Gen Alpha shoppers. Known Source takes a 7.5 per cent commission on sales and provides a team of creative directors and editors for shoots, organises pop-ups, events and exhibitions for sellers and buyers, and offers access to a store and workspace in a five-storey townhouse in Mayfair that they lease at a discount as part of a council programme for emerging businesses.

Hanna Samson, founder of Haut Corp, a vintage store in Hackney, says Known Source allows her to reach a broader audience. “So maybe a streetwear guy also buys a Balenciaga top from me for his girlfriend,” she explains. El-Kattan expects the platform, which has received shy of £300,000 from a mix of angel investors, institutions, grants and competitions and has annual turnover in the six figures, to reach profitability in the next two quarters and plans to expand the seller networks into the high hundreds. 

Won’t that turn Known Source into a crowded space, just like the ones he was frustrated by? “Never, because you are always going to have the right styles for you from a trusted source,” he says.

WSJ : Railroad Operator Union Pacific Exploring Deal for Norfolk Southern

Railroad Operator Union Pacific Exploring Deal for Norfolk Southern
Companies are holding preliminary deal talks

Railroad operator Union Pacific UNP -1.60%decrease; red down pointing triangle is holding talks to acquire its smaller rival Norfolk Southern NSC 3.65%increase; green up pointing triangle in a deal that could create the largest rail operator in the country, according to people familiar with the matter.

The talks are early stage and there are no guarantees they will result in any deal or receive regulatory signoff, the people said. It is also possible another suitor could emerge.

Union Pacific has a market value of around $140 billion, while Norfolk is valued at about $60 billion.

Shares of Norfolk jumped 3% in after-hours trading following The Wall Street Journal report, while Union Pacific shares fell around 2%.

The deal would create a sprawling rail network that spans the continent and handles a sizable share of freight across the U.S. Currently, no railroad operator has a network that runs coast to coast in the U.S.

Union Pacific Chief Executive Officer Jim Vena has spoken publicly in recent months about the benefits of a transcontinental railroad. Vena has said that a transcontinental railroad would improve service as it would smooth out current delays at interchanges, when a railroad operator transfers railcars to another operator.

Still, any deal would face serious scrutiny from a series of regulators including the Surface Transportation Board, the economic regulator primarily overseeing freight railroads, as well as the Justice Department, investors, Amtrak and labor unions.

Analysts have speculated that Union Pacific is likely entertaining a merger proposal in part because of a more favorable regulatory environment under President Trump.

The current chairman of the STB, Patrick Fuchs, who took over the chairmanship in January, has said that he plans to speed up the rulings on disputes and other legal decisions. Fuchs said earlier this year that several long-running proceedings have already been expedited.

Norfolk is seen as a vulnerable target today.

Late last year, Norfolk’s Chief Executive Alan Shaw departed the company after a board investigation into an alleged relationship he had with an employee. That came after the company fended off activist investor Ancora Holdings, which had criticized the railroad’s response to its 2023 Ohio derailment and its sluggish financial performance.

Union Pacific, based in Omaha, Neb., is one of the two major railroads operating west of the Mississippi.

The freight railroad had been in the crosshairs of the STB for service and labor issues. Under former chairman Martin Oberman, the regulator has held public hearings and criticized Union Pacific over embargoes.

The last time federal regulators approved a major railroad merger was in 2023. Canadian Pacific Railway and Kansas City Southern sought to merge in a deal to create the first freight rail network linking Canada, the U.S. and Mexico.

Some federal agencies, communities, rail customers and other railroads, including Union Pacific, had pushed back against the merger since it was announced in 2021. They had concerns about reduced competition, higher shipping rates and the possibility of worse rail service.

A deal between Union Pacific and Norfolk, if completed, could also mark the largest corporate transaction this year, in what has been an underwhelming dealmaking environment through the first half of the year.

WSJ : A Family Feud Is Rocking One of the World’s Richest Hotel Dynasties

A Family Feud Is Rocking One of the World’s Richest Hotel Dynasties
As the elder son, Sherman Kwek was the chosen successor at a Singapore real-estate empire. Then he tried to push out his billionaire father’s adviser, a Juilliard-trained pianist.

SINGAPORE—The gala felt straight out of the movie “Crazy Rich Asians.” In this tropical-island nation famously dense with millionaires, 600 guests gathered in September 2023 to fete one of Singapore’s most prominent success stories: the property empire that owns the global Millennium hotel chain and the Biltmore Los Angeles.

The politicians, business leaders and foreign envoys in attendance heaped praise on the company’s octogenarian executive chairman, Kwek Leng Beng, who built a family fortune estimated at $11.5 billion and made deals with the likes of Donald Trump. Guests at the black-tie dinner savored abalone, bird’s nest soup and lobster, while dancers and musicians performed on a stage.

At the head table, the tycoon, clad in a blue tuxedo, reigned with his wife, Cecilia.

But there was another woman in the ballroom, wearing a red dress, whose presence wasn’t welcome to some in the family.

Catherine Wu, a Juilliard-trained pianist and former television host in her native Taiwan, was well-known to company executives for her close relationship with the chairman. Senior executives had long bristled at what they saw as her interference in the hotel business, according to people familiar with the matter. But until this moment, she had largely shunned the limelight and avoided public company events. The internal complaints about her outsize influence remained unknown to the public.

Now Wu was thrusting herself into the spotlight, introducing herself to the dignitaries—including Singapore’s prime minister-in-waiting—and posing for photos with them. Onlookers blanched. People sympathetic to Cecilia Kwek and concerned about Wu’s influence at the company thought Wu, by attending the gala, had crossed a line.

Earlier this year, the tensions that seethed at the event burst into the open.

The chairman’s elder son and chosen successor, Sherman Kwek, 49, and his allies moved to add new directors to the board, a maneuver he later said was meant to eliminate Wu’s influence at the family business, called City Developments Ltd., or CDL for short.

“She has been interfering in matters going well beyond her scope, and she wields and exercises enormous influence,” Sherman Kwek said in a statement on behalf of the majority of the board, issued in February after the feud erupted into public view. “Due to her long relationship with the chairman, efforts that were made to manage the situation were done sensitively, but to no avail.”

Kwek Leng Beng fought back by trying to dismiss his son as chief executive and suing him for allegedly trying to usurp power—something that Sherman denies. The elder Kwek later said Wu had contributed to the business’s success and decried his son’s “unproven insinuations.”

Wu, in her first public comments on the matter, told The Wall Street Journal in an email this month that her relationship to the chairman was “purely professional.” She said the elder Kwek had “asked for and considered my feedback on business ideas,” adding that she had “had no role in the decision-making process” at CDL. She said the dispute was between board members and “has nothing to do with me, although some parties have used my name to stoke the flames.”

Weeks after the clash, the sides agreed to a truce. The public warring had done no good for a company dealing with high debt and a lackluster share price.

In March, the elder Kwek announced Wu’s resignation as an adviser at CDL’s hotel subsidiary and dropped his lawsuit. His son remains CEO, backed by additional allies on the board and a company resolution declaring that Wu has no power to influence or direct management and staff at CDL and its hotel business.

But Wu is still in contact with one person at CDL: the 84-year-old chairman. People at the company say the elder Kwek and Wu, who turns 66 this month, have recently been seen meeting at CDL-owned properties. It means, the people say, that the saga is far from over.

Strictly business
Just north of the equator, six million people swelter in a city-state about a quarter of Rhode Island’s size. A disproportionate many are millionaires, and some of Singapore’s richest residents are members of family businesses that predate the nation’s 60 years of independence.

As Singapore transformed from a colonial outpost into a hub of prosperity, the Kwek clan was there to help build it every step of the way.

Kwek Leng Beng’s father, Kwek Hong Png, started a construction-materials store in 1941, when Singapore was a British colony. Kwek Leng Beng joined the business in 1963 and was given stern training by his father, as he and Cecilia recounted in an authorized biography, “Strictly Business.”

When the couple were dating, Kwek Leng Beng’s father imposed a curfew. “The old man wanted him to be in bed by 9 p.m.,” Cecilia said in the biography.

Kwek Leng Beng and Cecilia, both London-trained lawyers, wed in 1970. They spent much of the next few years in Singapore in the lobby of the company’s first hotel, where she’d drink hot chocolate while he quizzed staff about occupancy rates and mingled with guests for feedback, the biography said.

By the 1990s, Kwek was in charge of a flourishing family business that would eventually expand to more than 150 hotels worldwide, including Millennium hotels in New York and London. It controlled so much real estate in Singapore at one point that he was dubbed “Kwek Land Bank.”

As part of a venture with a Saudi prince, CDL bought New York City’s Plaza Hotel, the iconic establishment next to Central Park that’s played host to royalty, presidents and the fictional Kevin McCallister in the 1992 movie “Home Alone 2.” They paid $325 million to buy it from Trump in 1995, and then sold it nine years later for $675 million. In the mid-2000s, Kwek advised Las Vegas casino magnate Sheldon Adelson on building the Marina Bay Sands casino resort in Singapore. Today, it is a symbol of the island nation’s skyline.

Eyes and ears
As the years went by, an adviser by Kwek’s side became impossible for insiders to ignore. Catherine Wu, who holds a doctorate in music from New York University, was in her early 30s when she met Kwek in 1992 at a dinner party. She was well-known in Taiwan as a TV host and pianist, having released albums under the name Ingrid Wu with tracks such as “His Lover” and “I’ll Decide Before Dawn Whether I Love You.”

At the dinner, Kwek quizzed Wu about politics, economics and music “to see if my mind was flexible and if my answers were consistent,” Wu told a Singaporean newspaper last year. “Fortunately, I answered articulately.”

Wu decided to move to Singapore that same year, she told the newspaper, saying she wanted to escape attention by relocating to a place where she wasn’t well-known, and that the city-state’s East-meets-West vibes suited her. In her email to the Journal, Wu described music as her former career and said she had spent 30 years in business amassing professional achievements.

Kwek invited her to hotel-management meetings and events. “The chairman would scold me from time to time, but I wouldn’t take it to heart,” Wu said in the newspaper interview. “If a successful person is willing to put in the thought and energy to scold you, it means you are teachable.”

Paid not by the company but by Kwek himself, Wu acted as the chairman’s “eyes and ears” and often accompanied him to visit properties around the world, according to a 2018 U.K. labor tribunal ruling. The tribunal was investigating a dispute involving a former employee who accused a CDL subsidiary of unfair dismissal and other wrongdoing, a case the tribunal dismissed.

Some executives and employees—including people who later left the company—bristled at Wu’s conduct, filing complaints against her both internally and to a Singapore government-backed agency, according to people familiar with the matter. These complaints included allegations that Wu berated staff, meddled in business matters beyond her remit and used the elder Kwek’s name to rubber-stamp her decisions, the people said.

Sometimes, executives believed that business decisions they thought had been approved by the chairman were later overruled by Wu. In one instance cited in the complaints, the people said, Wu got the company to halt planned renovations to a hotel in London near the Harrods luxury department store, even though management believed the project would boost revenue and had spent years preparing for it.

Many employees came to believe that Wu was sometimes using one of the elder Kwek’s corporate email accounts to send instructions in his name, people close to CDL said. They said these employees learned to recognize what they believed to be Wu’s imprint on such emails—a more formal and detailed writing style, compared with the elder Kwek’s curt approach, and the signature “Sent from my iPad,” which was notable because the chairman wasn’t known to use an iPad. Kwek declined to comment, while Wu didn’t respond to requests for comment about this matter.

According to the people, some executives expressed unease when one of Wu’s six brothers, a former journalist for a Taiwanese television network, became general manager of the Biltmore Los Angeles in 2018. He had little experience in the hospitality industry, apart from a short stint as a business-development executive in CDL’s hotel subsidiary.

During the brother’s stint as general manager, he, the hotel and a company affiliated with CDL’s hotel subsidiary faced lawsuits from former Biltmore employees over allegations that included discrimination, harassment and wrongful termination, according to court papers. These cases have generally been settled out of court, according to court documents and people close to CDL, and the company didn’t make any public admission of wrongdoing. The brother has stepped aside as general manager and remains an owner’s representative—a supervisory role that oversees the hotel’s operations and liaises between its owner and management.

The brother didn’t respond to requests for comment.

The heir
Senior executives tried for years to persuade Sherman Kwek, the designated successor to the elder Kwek, to directly address the tensions over Wu, say insiders.

Sherman Kwek didn’t see much of his father as a child, as he recounted in his dad’s biography. After studying business at Boston University, he worked in venture capital and investment banking in New York before his father brought him to the family business.

Sherman Kwek had his own issues to deal with. After becoming CDL’s CEO, he had spearheaded a 2019 investment in a Chinese developer that went sour and led to a $1.4 billion write-down. “I wanted to hide my face in the sand” and came close to resigning, he recounted in a speech last year. “I went from hero to zero overnight.”

The younger Kwek retained his father’s support then and went on to strike profitable deals divesting some commercial properties, but he still faced skepticism from investors.

Sherman Kwek and his allies thought they had eased Wu out of the picture when she resigned as a director of CDL’s hotel subsidiary in January 2024, people close to the company say. But in August that year, Wu rejoined the subsidiary as an unpaid board adviser and the Singaporean newspaper published its interview with a headline that called her the elder Kwek’s “grand chamberlain.”

Wu’s return stunned some senior CDL figures and board members, who had to try again to remove her from the business, people close to the company say. They first appealed to the elder Kwek to act, and then—after seeing no results—initiated a move in late January to add new independent directors to the CDL board, the people say.

These efforts eventually led to the public feuding, which drew breathless coverage from local media that documented the boardroom spat blow-by-blow.

Following the truce earlier this year, after which Sherman Kwek continued as chief executive and his father as chairman, Wu now has no official title at the company.

Sherman Kwek remains in the hot seat, facing market pressure to execute plans to pare back CDL’s debt and lift its share price, which still languishes below prepandemic levels.

Watching over him is his father, who remains a revered figure at CDL overseeing a family fortune that Forbes estimated last year to be worth $11.5 billion. The elder Kwek has maintained his contacts with Wu, whose protégés still hold positions in the hotel business, according to people close to CDL. One of these people says the company is looking into past complaints against Wu. This week, CDL said a longserving board member, who sided with the chairman during the feud, will retire from the board at the end of July.

A CDL spokesman said Kwek Leng Beng, Sherman Kwek and the company declined to comment.

Both father and son continue to go into CDL’s headquarters at Republic Plaza, a soaring 66-story skyscraper in Singapore’s business district.

At a public space there, a holographic painting that Sherman Kwek presented to the elder Kwek at the 2023 gala—depicting either the grandfather Kwek, the father or the son depending on the viewing angle—remains on display. Next to it stands a piece of Chinese calligraphy penned by one of Wu’s brothers, which says, “Three generations of blood and sweat, six decades of honor and glory.”

WSJ : German Startup Wants to Regrow Europe’s ‘Spine’ With AI Fighter Pilots, Dr

German Startup Wants to Regrow Europe’s ‘Spine’ With AI Fighter Pilots, Drone Walls
Helsing taps into investor interest in the continent’s defense buildup, becoming one of region’s most valuable companies

  • Helsing, a German AI defense startup, is gaining prominence amid EU’s rising military spending and a push for tech independence.
  • Some of Helsing’s AI-equipped drones are used in Ukraine, and the company is developing autonomous systems for air and sea defense.
  • A recent funding round valued Helsing at 12 billion euros, but the company faces supply-chain and security challenges.


MUNICH—Inside an unassuming redbrick building tucked beside railroad tracks in the Bavarian capital, engineers behind doors marked “maximum security“ toil on drone prototypes, flight simulators and lines of code they believe will shape the next era of warfare.

Helsing, a 4-year-old artificial-intelligence defense startup, has quietly emerged as one of Europe’s fastest-growing companies—and a poster child for a continent urgently re-engineering its defense in an era of fracturing alliances.

The company’s pitch: Only by fusing software and steel at scale can Europe safeguard its sovereignty. Some of Helsing’s AI-equipped drones are used in Ukraine, and it is currently testing autonomous piloting systems for jet fighters and underwater gliders that can detect Russian submarines.

One of Europe’s most valuable startups, Helsing has caught investors’ eye by positioning itself at the intersection of three trends: the continent’s surging military spending, the expanding role of military AI and the race to achieve technological independence from the U.S. and China.

“There is a growing sense of urgency in Europe right now,” Helsing’s co-founder, Torsten Reil, said. “So we need to make big bets.”

The company occupies a crowded zone. Many European, U.S. and Asian rivals make drones, often powered by AI. All of them will face competition from Ukraine, once its war with Russia is over. Ukrainian companies have proven adept at churning out cheap, deadly drones that will arrive into markets battle-tested. Many of Helsing’s products haven’t seen much action on the front, and it has faced criticism for some of its earlier models.

But a June funding round led by Spotify co-founder Daniel Ek’s investment firm, Prima Materia, raised 600 million euros, equivalent to roughly $702 million, for Helsing. That valued the company at €12 billion, according to a person familiar with the matter. It also turned Helsing into a significant European player alongside U.S. defense-tech companies such as California-based Anduril Industries, which recently raised $2.5 billion, and Palantir Technologies.

Once ambivalent about the region, U.S. investors and private-equity funds see Europe’s massive defense and infrastructure push, combined with often cheap valuations, as an opportunity. The German DAX index has outperformed the S&P 500 this year. Helsing itself has attracted funds from U.S. venture-capital funds.

Europe’s defense industry, long kept at arms’ length by investors because of political and ethical stigma, is experiencing an unprecedented infusion of public and private funds. The European Union’s military expenditure last year stood at €326 billion, a 30% rise since 2021 driven by Russia’s invasion of Ukraine and concerns about U.S. disengagement. Earlier this year, the European Commission, the EU’s executive arm, unveiled a “ReArm Europe” initiative aimed at mobilizing €800 billion for military spending by 2030.

“Washington is focusing more on China and, in some ways, turning its back on Europe,” said Eric Slesinger, a former Central Intelligence Agency officer who is now general partner at VC firm 201 Ventures. “We need to make sure Europe can solve its own problems and not be a football bounced around in authoritarian-versus-democratic global competition.”

That is where Helsing comes in. Reil, the co-founder, said the company wants to help Europe grow “its spine back” by building “autonomous mass,” or deploying large numbers of inexpensive, AI-powered weapons systems.

One practical application: To deter an increasingly belligerent Russia, Europe needs to erect a “drone wall” along its eastern flank consisting of some 100,000 drones. He said Helsing’s HX-2 AI strike drone can do the job.

The 26-pound HX-2 features onboard AI to counter hostile electronic warfare, allowing it to stay on target even if it loses its data connection. Using Helsing’s software, the drones can be sent in swarms to overwhelm enemy defenses.

In Ukraine, Helsing drones have destroyed Russian targets such as armored personnel carriers, logistics depots and radar antennas, the company said. Helsing has sent around 2,000 drones to Ukraine and is planning to deliver several thousands more.

The company is also active in the maritime domain where it is developing a subsea glider that can patrol underwater for up to three months. It can look for submarines or monitor critical undersea cables.

Helsing trained the glider’s AI brain—code-named Lura—much like large language models such as ChatGPT, except the inputs were terabytes of underwater sounds. Using that data, the system can detect and classify objects—is it a fishing boat, is it a submarine?—with 90% accuracy, according to the company.

Helsing doesn’t yet have military customers for the glider but said it has received interest from several navies. The company recently announced the establishment of a factory in the U.K.’s Plymouth for the production of the glider.

In the air, Helsing recently conducted tests with a Gripen jet fighter made by Sweden’s Saab, where its AI system briefly flew the plane on its own in a combat scenario over Sweden and the Baltic Sea and executed maneuvers. A video from the cockpit shows a human pilot saying “AI agent activated” and then raising his hands up in the air, leaving the controls to the machine.

Such tests and deployments are a jump from the company’s start in 2021. It was founded by an unlikely trio: Reil, a videogame entrepreneur, Gundbert Scherf, a former German Defense Ministry official, and Niklas Köhler, a medical AI researcher.

“At the time, no European VC wanted to talk to us, mainly for ethical reasons,” Reil said. Helsing’s first seed round in 2021 raised €8.5 million, mainly from family offices and individuals, he said.

The Ukraine-Russia war acted as an accelerant. European officials now describe the conflict as the world’s first “AI war lab.” Both sides have deployed autonomous drones, AI-powered intelligence-analysis tools and data-driven targeting, transforming traditional warfighting into a test bed for emerging tech.

When it comes to AI’s application in defense, “the mindset in Europe has shifted from ‘let’s wait and see’ to ‘we have to build now’,” said Jeannette zu Fürstenberg, board member at Helsing and managing director at VC firm General Catalyst.

Despite the recent successes, the company is battling challenges.

For one, not all feedback for its systems has been glowing. Some Ukrainian soldiers have criticized Helsing’s older drones as less effective than competitors. The company said it has learned from critiques and addressed them in the new HX-2.

Finding European supply chains for specialized items like explosives or electronic circuits that are usually concentrated in China is another challenge for Helsing. Threats to sensitive information and operations, meanwhile, are also top of mind at the startup.

At Helsing’s Munich headquarters, several employees recently joked about Russia’s Federal Security Service intelligence agency listening in. A spate of sabotage operations in Europe linked to Moscow in recent years presents risks for Helsing, which keeps the locations of some of its production facilities secret.

“We have to worry about operational security, about hacking,” said Sam Rogerson, Helsing’s chief operating officer. “There is too much at stake and we cannot afford to be complacent.”

WSJ : BHP Flags Higher Costs, Delays on Potash Project; May Sell Nickel Arm

BHP Flags Higher Costs, Delays on Potash Project; May Sell Nickel Arm
BHP expects to produce between 258 million and 269 million tons of iron ore in the coming year

  • BHP Group reported rising costs and delays at its potash project in Canada, potentially delaying the first output to mid-2027.
  • BHP is considering selling its Australian nickel operations.
  • BHP reported record annual iron ore and copper production, driven by strong output from its Escondida copper mine in Chile.

Mining giant BHP BHP 3.23%increase; green up pointing triangle Group flagged rising costs and delays at a giant potash project in Canada and said it may sell its Australian nickel operations, as it reported record annual iron ore and copper production.

Australia-based BHP, the world’s biggest miner by market value, has been reshaping its business to bet on an accelerating energy transition and global population growth via investments in copper and potash, a fertilizer ingredient. The miner currently relies on the steel ingredient iron ore for more than half its earnings.

The company said Friday it faces rising costs at the Jansen potash project in Canada’s Saskatchewan province, its only major development currently under construction.

The miner now expects the first stage of the project will cost between $7.0 billion and $7.4 billion to build, up from $5.7 billion previously. It may also return to an earlier target for first output around mid-2027, instead of its most recent goal of achieving production by the end of next calendar year.

BHP reported that stage of the project is 68% complete. It said its estimates are currently under review and it would provide investors with a firm view on timing and costs later.

The company said it is also reviewing Jansen’s second stage, which is roughly 11% complete. BHP may delay first production from that expansion by two years, to fiscal 2031, because it reckons there might be more potash supply coming into the market over the medium term than previously envisaged.

“The fundamental outlook for potash is very challenging, in our view,” Jefferies analysts said in a note.

BHP placed big bets on demand for potash as it pulled back on other investments, including in coal and nickel.

The miner last year shuttered its unprofitable Australian nickel operations due to a global glut of the metal, caused by a sharp rise in supply from operations in Indonesia.

BHP, which intends to review that decision by early 2027, on Friday said it is also assessing whether to sell the nickel business. “Any decision to divest will be subject to an assessment against other options, including continuing temporary suspension, restart or closure,” BHP said in its quarterly report.

BHP had considered a sale of the operations known as Nickel West as recently as 2019, but chose to retain them as expectations of a battery boom intensified.

In the quarterly report, BHP recorded iron-ore production of 263.0 million metric tons for the 12 months through June, up 1% on the year earlier.

The result beat market expectations, with analysts having forecast annual output around 260.8 million tons, according to a consensus compiled by Visible Alpha. The company had guided to output between 255 million and 265.5 million tons.

The miner has been gradually lifting iron-ore output from pits in remote northwest Australia, where it reported record annual production and shipments. BHP said it expects to produce between 258 million and 269 million tons of iron ore in the coming year.

In its copper business, the second biggest contributor to BHP’s earnings, the miner reported full-year production of around 2.017 million tons, up 8% year over year. The company had projected annual copper output of between 1.845 million and 2.045 million tons.

BHP said it expects to produce between 1.8 million and 2.0 million tons of copper in the year ahead.

The company has been producing more copper in Chile, where mining at the giant Escondida operation, it runs in the Atacama Desert, shifted into areas of higher-grade ore. Escondida—the world’s top source of copper concentrates and cathodes, used in home appliances, power grids, and cars—achieved its highest output in 17 years, BHP said.

Chief Executive Mike Henry said global commodity demand has been resilient in 2025 so far. “That resilience largely reflects China’s ongoing ability to grow its overall export base despite a significant decline in exports to the USA, and its ability to deliver robust domestic demand despite the dislocation in the property sector,” he said.