Business
Thomson Reuters Reports Fourth-Quarter and Full-Year 2025 Results
- Solid revenue momentum continued in the fourth quarter and full year 2025
- Full-year total company revenues up 3% / organic revenues up 7%
- Fourth-quarter total company revenues up 5% / organic revenues up 7%
- Organic revenues up 9% for the “Big 3” segments (Legal Professionals, Corporates and Tax, Audit & Accounting Professionals) in the fourth quarter and full year
- Met full-year 2025 outlook for organic revenue growth and adjusted EBITDA margin for total company and “Big 3”; Met free cash flow outlook
- Full-year 2026 outlook anticipates organic revenue growth of approximately 7.5% – 8.0% and adjusted EBITDA margin expansion of approximately 100 basis points from 39.2% in 2025
- Increased annualized dividend by 10% to
$2.62 per common share (33rd consecutive annual increase)
“Our fourth‑quarter results capped a year of important progress for
Hasker added, “We remain focused on allocating capital to drive long-term shareholder value creation. Last year we executed several strategic acquisitions and continued to return capital to shareholders, enabling us to enter this year with a stronger and more strategically aligned portfolio with improved growth prospects.”
Consolidated Financial Highlights – Three Months Ended
|
Three months ended |
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(Millions of |
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|
(unaudited) |
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|
IFRS Financial Measures(1) |
2025 |
2024 |
Change |
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|
Revenues |
|
|
5 % |
|||||||
|
Operating profit |
|
|
-25 % |
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|
Diluted earnings per share (EPS) |
|
|
-43 % |
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|
Net cash provided by operating activities |
|
|
35 % |
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|
Non-IFRS Financial Measures(1) |
2025 |
2024 |
Change |
Change at |
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|
Revenue growth in constant currency |
5 % |
|||||||||
|
Organic revenue growth |
7 % |
|||||||||
|
Adjusted EBITDA |
|
|
8 % |
8 % |
||||||
|
Adjusted EBITDA margin |
38.7 % |
37.6 % |
110bp |
140bp |
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|
Adjusted EPS |
|
|
6 % |
7 % |
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|
Free cash flow |
|
|
38 % |
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|
(1) In addition to results reported in accordance with International Financial Reporting Standards (IFRS), the company uses certain non- |
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Revenues increased 5% due to 6% growth in recurring revenues (84% of total revenues) and 11% growth in transactions revenues, partly offset by a 6% decline in Global Print. Total company revenue growth was negatively impacted by net acquisitions and disposals of 3%. Foreign currency had a slightly positive impact on revenue growth.
- Organic revenues increased 7% reflecting 9% growth in recurring revenues, 8% growth in transactions revenues and a 6% decline in Global Print.
- The company’s “Big 3” segments reported organic revenue growth of 9% and collectively comprised 82% of total revenues.
Operating profit decreased 25% primarily due to other operating gains in the prior-year period substantially related to the sale of
- Adjusted EBITDA, which excludes other operating gains, amortization of software, as well as other adjustments, increased 8% and the related margin increased to 38.7% from 37.6% in the prior-year period, primarily due to higher operating leverage. Foreign currency negatively impacted the year-over-year change in adjusted EBITDA margin by 30 basis points.
Diluted EPS decreased to
- Adjusted EPS, which excludes net other operating gains, other finance costs or income, as well as other adjustments, increased to
$1.07 per share compared to$1.01 per share in the prior-year period, primarily due to higher adjusted EBITDA, partly offset by higher amortization of internally developed software and interest expense.
Net cash provided by operating activities increased by
- Free cash flow increased by
$156 million as higher net cash provided by operating activities was partly offset by lower cash flows from other investing activities, which included a cash flow benefit in the prior-year period.
Highlights by Customer Segment – Three Months Ended
|
(Millions of |
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|
(unaudited) |
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|
Three months ended |
Change |
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|
2025 |
2024 |
Total |
Constant |
Organic(1)(2) |
||||||||
|
Revenues |
||||||||||||
|
Legal Professionals |
|
|
1 % |
1 % |
9 % |
|||||||
|
Corporates |
496 |
458 |
8 % |
7 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
414 |
366 |
13 % |
13 % |
11 % |
|||||||
|
“Big 3” Segments Combined(1) |
1,648 |
1,553 |
6 % |
5 % |
9 % |
|||||||
|
|
232 |
218 |
7 % |
6 % |
5 % |
|||||||
|
Global Print |
136 |
144 |
-6 % |
-6 % |
-6 % |
|||||||
|
Eliminations/Rounding |
(7) |
(6) |
||||||||||
|
Total Revenues |
|
|
5 % |
5 % |
7 % |
|||||||
|
Adjusted EBITDA(1) |
||||||||||||
|
Legal Professionals |
|
|
9 % |
9 % |
||||||||
|
Corporates |
160 |
153 |
4 % |
4 % |
||||||||
|
Tax, Audit & Accounting Professionals |
222 |
196 |
14 % |
13 % |
||||||||
|
“Big 3” Segments Combined(1) |
709 |
648 |
9 % |
9 % |
||||||||
|
|
48 |
45 |
7 % |
12 % |
||||||||
|
Global Print |
54 |
55 |
-2 % |
-2 % |
||||||||
|
Corporate costs |
(34) |
(30) |
n/a |
n/a |
||||||||
|
Total Adjusted EBITDA |
|
|
8 % |
8 % |
||||||||
|
Adjusted EBITDA Margin(1) |
||||||||||||
|
Legal Professionals |
44.3 % |
41.0 % |
330bp |
350bp |
||||||||
|
Corporates |
32.2 % |
33.5 % |
-130bp |
-70bp |
||||||||
|
Tax, Audit & Accounting Professionals |
53.6 % |
53.4 % |
20bp |
0bp |
||||||||
|
“Big 3” Segments Combined(1) |
43.0 % |
41.7 % |
130bp |
150bp |
||||||||
|
|
21.0 % |
20.8 % |
20bp |
140bp |
||||||||
|
Global Print |
39.6 % |
38.2 % |
140bp |
160bp |
||||||||
|
Total Adjusted EBITDA Margin |
38.7 % |
37.6 % |
110bp |
140bp |
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|
(1) See the “Non-IFRS Financial Measures” section and the tables appended to this news release for additional information on these and |
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(2) Computed for revenue growth only. |
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n/a: not applicable |
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Unless otherwise noted, all revenue growth comparisons by customer segment in this news release are at constant currency (which excludes the impact of foreign currency) as the company believes this provides the best basis to measure performance.
Legal Professionals
Revenues increased 1% despite the disposal of
- Recurring revenues increased 1% (97% of total, increased 8% organic). Organic revenue growth was primarily driven by Westlaw, CoCounsel and
Practical Law . - Transactions revenues were essentially unchanged (3% of total, increased 28% organic).
Adjusted EBITDA increased 9% to
- The margin increased to 44.3% from 41.0% primarily reflecting higher operating leverage as well as the disposal of the lower margin FindLaw business in the prior-year period.
Corporates
Revenues increased 7% despite a negative impact from the sale of certain non-core businesses. Organic revenues increased 9%.
- Recurring revenues increased 7% (88% of total, increased 9% organic). Organic revenue growth was primarily driven by Indirect Tax, Direct Tax, Westlaw,
Practical Law ,Pagero and the segment’s international businesses. - Transactions revenues increased 7% (12% of total, all organic). Organic revenue growth was primarily driven by increases in Indirect Tax, Global Trade and the segment’s international businesses.
Adjusted EBITDA increased 4% to
Tax, Audit & Accounting Professionals
Revenues increased 13%, including the acquisition impact of SafeSend which was reflected in transactions revenues. Organic revenue growth was 11%.
- Recurring revenues increased 12% (86% of total, all organic). Organic revenue growth was primarily driven by UltraTax, CoCounsel and the segment’s
Latin America business. - Transactions revenues increased 19% (14% of total, increased 3% organic). Organic revenue growth was primarily driven by SafeSend and the segment’s international businesses.
Adjusted EBITDA increased 14% to
The Tax, Audit & Accounting Professionals segment is the company’s most seasonal business with approximately 60% of full-year revenues typically generated in the first and fourth quarters. As a result, the margin performance of this segment has been generally higher in the first and fourth quarters as costs are typically incurred in a more linear fashion throughout the year.
Revenues increased 6% (5% organic), primarily due to higher generative AI related transactional content licensing revenue in the Agency business, as well as a contractual price increase from the company’s news agreement with the Data & Analytics business of London Stock Exchange Group (LSEG).
Adjusted EBITDA increased 7% to
Global Print
Revenues decreased 6%, all organic, driven by lower shipment volumes.
Adjusted EBITDA decreased 2% to
Corporate Costs
Corporate costs were
Consolidated Financial Highlights – Year Ended
|
Year ended |
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|
(Millions of |
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|
(unaudited) |
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|
IFRS Financial Measures(1) |
2025 |
2024 |
Change |
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|
Revenues |
|
|
3 % |
|||||||
|
Operating profit |
|
|
1 % |
|||||||
|
Diluted EPS |
|
|
-32 % |
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|
Net cash provided by operating activities |
|
|
8 % |
|||||||
|
Non-IFRS Financial Measures(1) |
2025 |
2024 |
Change |
Change at |
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|
Revenue growth in constant currency |
3 % |
|||||||||
|
Organic revenue growth |
7 % |
|||||||||
|
Adjusted EBITDA |
|
|
6 % |
5 % |
||||||
|
Adjusted EBITDA margin |
39.2 % |
38.2 % |
100bp |
80bp |
||||||
|
Adjusted EPS |
|
|
4 % |
4 % |
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|
Free cash flow |
|
|
7 % |
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|
(1) In addition to results reported in accordance with IFRS, the company uses certain non-IFRS financial measures as supplemental |
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Revenues increased 3% due to 3% growth in recurring revenues (81% of total revenues) and 5% growth in transactions revenues, partly offset by a 6% decline in Global Print. Total company revenue growth was negatively impacted by net acquisitions and disposals of 4%. Foreign currency had no impact on revenue growth.
- Organic revenues increased 7% reflecting 9% growth in recurring revenues, 4% growth in transactions revenues and a 5% decline in Global Print.
- The company’s “Big 3” segments reported organic revenue growth of 9% and collectively comprised 82% of total revenues.
Operating profit increased 1% primarily driven by the net impact of higher revenues and operating expenses, partially offset by higher amortization of software.
- Adjusted EBITDA, which excludes amortization of software, as well as other adjustments, increased 6% and the related margin increased to 39.2% from 38.2%, primarily due to higher operating leverage. Foreign currency contributed 20 basis points to the year-over-year change in adjusted EBITDA margin.
Diluted EPS decreased to
- Adjusted EPS, which excludes the non-cash tax benefit, as well as other adjustments, increased to
$3.92 per share compared to$3.77 per share in the prior year, primarily due to higher adjusted EBITDA, partly offset by higher amortization of internally developed software, income tax expense and interest expense.
Net cash provided by operating activities increased by
- Free cash flow increased by
$122 million as higher net cash provided by operating activities was partly offset by higher capital expenditures and lower cash flows from other investing activities.
Highlights by Customer Segment – Year Ended
|
(Millions of |
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|
(unaudited) |
||||||||||||
|
Year ended |
Change |
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|
2025 |
2024 |
Total |
Constant |
Organic(1)(2) |
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|
Revenues |
||||||||||||
|
Legal Professionals |
|
|
-2 % |
-2 % |
8 % |
|||||||
|
Corporates |
1,987 |
1,844 |
8 % |
7 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
1,302 |
1,165 |
12 % |
13 % |
11 % |
|||||||
|
“Big 3” Segments Combined(1) |
6,157 |
5,931 |
4 % |
4 % |
9 % |
|||||||
|
|
853 |
832 |
3 % |
2 % |
1 % |
|||||||
|
Global Print |
490 |
519 |
-6 % |
-5 % |
-5 % |
|||||||
|
Eliminations/Rounding |
(24) |
(24) |
||||||||||
|
Total Revenues |
|
|
3 % |
3 % |
7 % |
|||||||
|
Adjusted EBITDA(1) |
||||||||||||
|
Legal Professionals |
|
|
4 % |
3 % |
||||||||
|
Corporates |
716 |
671 |
7 % |
6 % |
||||||||
|
Tax, Audit & Accounting Professionals |
623 |
527 |
18 % |
19 % |
||||||||
|
“Big 3” Segments Combined(1) |
2,695 |
2,500 |
8 % |
7 % |
||||||||
|
|
174 |
196 |
-11 % |
-11 % |
||||||||
|
Global Print |
185 |
188 |
-2 % |
-2 % |
||||||||
|
Corporate costs |
(118) |
(105) |
n/a |
n/a |
||||||||
|
Total Adjusted EBITDA |
|
|
6 % |
5 % |
||||||||
|
Adjusted EBITDA Margin(1) |
||||||||||||
|
Legal Professionals |
47.3 % |
44.6 % |
270bp |
250bp |
||||||||
|
Corporates |
36.0 % |
36.3 % |
-30bp |
-30bp |
||||||||
|
Tax, Audit & Accounting Professionals |
47.1 % |
45.2 % |
190bp |
150bp |
||||||||
|
“Big 3” Segments Combined(1) |
43.6 % |
42.1 % |
150bp |
130bp |
||||||||
|
|
20.4 % |
23.6 % |
-320bp |
-290bp |
||||||||
|
Global Print |
37.7 % |
36.2 % |
150bp |
120bp |
||||||||
|
Total Adjusted EBITDA Margin |
39.2 % |
38.2 % |
100bp |
80bp |
||||||||
|
(1) See the “Non-IFRS Financial Measures” section and the tables appended to this news release for additional information on these and |
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|
(2) Computed for revenue growth only. |
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|
n/a: not applicable |
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2026 Outlook
The company’s outlook for 2026 in the table below assumes constant currency rates and does not factor in the impact of any future acquisitions or dispositions that may occur during the year.
The company expects its first-quarter 2026 organic revenue growth to be approximately 7% and its adjusted EBITDA margin to be approximately 42%.
The company’s 2026 outlook is forward-looking information that is subject to risks and uncertainties (see “Special Note Regarding Forward-Looking Statements, Material Risks and Material Assumptions”). In particular, the company continues to operate in an uncertain macroeconomic environment, reflecting ongoing geopolitical risk, uneven economic growth and an evolving interest rate and inflationary backdrop. Any worsening of the global economic or business environment, among other factors, could impact the company’s ability to achieve its outlook.
Reported Full-Year 2025 Results and Full-Year 2026 Outlook
|
Total |
FY 2025 Reported |
FY 2026 Outlook |
|
Total Revenue Growth |
3%(2) |
7.5% – 8.0% |
|
Organic Revenue Growth(1) |
7 % |
7.5% – 8.0% |
|
Adjusted EBITDA Margin(1) |
39.2 % |
+100bps vs 2025 |
|
Corporate Costs |
|
|
|
Free Cash Flow(1) |
|
~ |
|
Accrued Capex as % of Revenues(1) |
8.2 % |
~ 8.0% |
|
Depreciation & Amortization of Software Depreciation & Amortization of Amortization of |
|
|
|
Net Interest Expense |
|
|
|
Effective Tax Rate on Adjusted Earnings(1) |
18.5 % |
~ 19% |
|
“Big 3” Segments(1) |
FY 2025 Reported |
FY 2026 Outlook |
|
Total Revenue Growth |
4%(2) |
~ 9.5% |
|
Organic Revenue Growth |
9 % |
~ 9.5% |
|
Adjusted EBITDA Margin |
43.6 % |
+100bps vs 2025 |
|
(1) |
Non-IFRS financial measures. See the “Non-IFRS Financial Measures” section below as well as the tables appended to this news release for more information. |
|
(2) |
Total revenue growth reflects the impact of the disposals of |
The information in this section is forward-looking. Actual results, which will include the impact of currency, future acquisitions and dispositions completed during 2026, and macroeconomic events outside of the company’s control may differ materially from the company’s 2026 outlook. The information in this section should also be read in conjunction with the section below entitled “Special Note Regarding Forward-Looking Statements, Material Risks and Material Assumptions.” The company’s 2026 outlook is also based on certain assumptions described in the cross-referenced section, which the company believes are reasonable in the circumstances, and is subject to a number of risks, including those specifically identified in the cross-referenced section and those facing the company generally.
Segment Name Changes
As reflected in this earnings release, the company changed the names of its Tax & Accounting Professionals segment to Tax, Audit & Accounting Professionals and its
Dividends and Common Shares Outstanding
The company announced today that its Board of Directors approved a 10% or
In
NON-IFRS FINANCIAL MEASURES
This news release includes certain non-IFRS financial measures, which include ratios that incorporate one or more non-IFRS financial measures, such as adjusted EBITDA (other than at the customer segment level) and the related margin, free cash flow, adjusted earnings and the effective tax rate on adjusted earnings, adjusted EPS, accrued capital expenditures expressed as a percentage of revenues, net debt and leverage ratio of net debt to adjusted EBITDA, selected measures excluding the impact of foreign currency, changes in revenues computed on an organic basis as well as all financial measures for the “Big 3” segments. The company modified its definition of net debt to account for interest rate swap arrangements entered into during the third quarter of 2025. The change did not have a material impact on its calculation of net debt.
The company’s outlook contains various non-IFRS financial measures. The company believes that providing reconciliations of forward-looking non-IFRS financial measures in its outlook would be potentially misleading and not practical due to the difficulty of projecting items that are not reflective of ongoing operations in any future period. The magnitude of these items may be significant. Consequently, for purposes of its outlook only, the company is unable to reconcile these non-IFRS measures to the most directly comparable IFRS measures because it cannot predict, with reasonable certainty, the impacts of changes in foreign exchange rates which impact (i) the translation of its results reported at average foreign currency rates for the year, and (ii) other finance income or expense related to intercompany financing arrangements. Additionally, the company cannot reasonably predict the occurrence or amount of other operating gains and losses that generally arise from business transactions that the company does not currently anticipate.
ROUNDING
Other than EPS, the company reports its results in millions of
SPECIAL NOTE REGARDING FORWARD-LOOKING STATEMENTS, MATERIAL RISKS AND MATERIAL ASSUMPTIONS
Certain statements in this news release, including, but not limited to, statements in
Some of the material risk factors that could cause actual results or events to differ materially from those expressed in or implied by forward-looking statements in this news release include, but are not limited to, those discussed on pages 16-27 in the “Risk Factors” section of the company’s 2024 annual report. These and other risk factors are discussed in materials that
The company’s business 2026 outlook is based on information currently available to the company and is based on various external and internal assumptions made by the company in light of its experience and perception of historical trends, current conditions and expected future developments, as well as other factors that the company believes are appropriate under the circumstances. Material assumptions and material risks may cause actual performance to differ from the company’s expectations underlying its business outlook. In particular, the global economy has experienced substantial disruption due to concerns regarding economic effects associated with the macroeconomic backdrop and ongoing geopolitical risks. The company’s business outlook assumes that uncertain macroeconomic and geopolitical conditions will continue to disrupt the economy and cause periods of volatility, however, these conditions may last substantially longer than expected and any worsening of the global economic or business environment could impact the company’s ability to achieve its outlook and affect its results and other expectations. Material assumptions related to the company’s revenue outlook are that uncertain macroeconomic and geopolitical conditions will continue to disrupt the economy and cause periods of volatility; there will be a continued need for trusted products and services that help customers navigate evolving and complex legal, tax, audit, accounting, regulatory, geopolitical and commercial changes, developments and environments, and for cloud-based digital tools that drive productivity;
Material risks related to the company’s revenue outlook are that ongoing geopolitical instability and uncertainty regarding interest rates and inflation, continue to impact the global economy. The severity and duration of any one, or a combination, of these conditions could impact the global economy and lead to lower demand for our products and services (beyond our assumption that these disruptions will cause periods of volatility); uncertainty in the legal regulatory regime relating to artificial intelligence (AI) has made it difficult for the company to predict the risks associated with the use of AI in its businesses and products. Future legislation may make it harder for the company to conduct its business using AI, lead to regulatory fines or penalties, require it to change its product offerings or business practices or prevent or limit its use of AI; demand for the company’s products and services could be reduced by changes in customer buying patterns or in its inability to execute on key product design or customer support initiatives; competitive pricing actions and product innovation could impact the company’s revenues; and the company’s sales, commercial simplification and product initiatives may be insufficient to retain customers or generate new sales. Material risks related to the company’s adjusted EBITDA margin outlook are the same as the risks above related to the revenue outlook; higher than expected inflation may lead to greater than anticipated increase in labor costs, third-party supplier costs and costs of print materials; and acquisition and disposal activity may dilute the company’s adjusted EBITDA margin. Material risks related to the company’s free cash flow outlook are the same as the risks above related to the revenue and adjusted EBITDA margin targets; a weaker macroeconomic environment could negatively impact working capital performance, including the ability of the company’s customers to pay; capital expenditures may be higher than currently expected; and the timing and amount of tax payments to governments may differ from the company’s expectations. Material risks related to the company’s effective tax rate on adjusted earnings outlook are the same as the risks above related to adjusted EBITDA; a material change in the geographical mix of the company’s pre-tax profits and losses; a material change in current tax laws or treaties to which the company is subject, and did not expect; resolution of tax audits may cause material changes to assessments of uncertain tax positions as compared to current estimates; and depreciation and amortization of internally developed software as well as net interest expense may be significantly higher or lower than expected.
The company has provided an outlook for the purpose of presenting information about current expectations for the period presented. This information may not be appropriate for other purposes. You are cautioned not to place undue reliance on forward-looking statements which reflect expectations only as of the date of this news release.
Except as may be required by applicable law,
CONTACTS
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Consolidated Income Statement |
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(millions of |
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|
(unaudited) |
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Three Months Ended |
Year Ended |
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|
2025 |
2024 |
2025 |
2024 |
||||
|
CONTINUING OPERATIONS |
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|
Revenues |
|
|
|
|
|||
|
Operating expenses |
(1,231) |
(1,183) |
(4,578) |
(4,471) |
|||
|
Depreciation |
(28) |
(26) |
(111) |
(113) |
|||
|
Amortization of software |
(187) |
(160) |
(721) |
(618) |
|||
|
Amortization of other identifiable intangible assets |
(25) |
(22) |
(98) |
(91) |
|||
|
Other operating gains, net |
2 |
204 |
164 |
144 |
|||
|
Operating profit |
540 |
722 |
2,132 |
2,109 |
|||
|
Finance costs, net: |
|||||||
|
Net interest expense |
(40) |
(28) |
(143) |
(125) |
|||
|
Other finance (costs) income |
(4) |
53 |
(55) |
45 |
|||
|
Income before tax and equity method investments |
496 |
747 |
1,934 |
2,029 |
|||
|
Share of post-tax (losses) earnings in equity method investments |
(5) |
(5) |
(28) |
40 |
|||
|
Tax (expense) benefit |
(158) |
(135) |
(423) |
123 |
|||
|
Earnings from continuing operations |
333 |
607 |
1,483 |
2,192 |
|||
|
(Loss) earnings from discontinued operations, net of tax |
(1) |
(20) |
19 |
15 |
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|
Net earnings |
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|
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|
Earnings (loss) attributable to: |
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Common shareholders |
|
|
|
|
|||
|
Non-controlling interests |
– |
– |
– |
(3) |
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Earnings per share: |
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|
Basic earnings (loss) per share: |
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|
From continuing operations |
|
|
|
|
|||
|
From discontinued operations |
(0.01) |
(0.05) |
0.05 |
0.03 |
|||
|
Basic earnings per share |
|
|
|
|
|||
|
Diluted earnings (loss) per share: |
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From continuing operations |
|
|
|
|
|||
|
From discontinued operations |
(0.01) |
(0.04) |
0.04 |
0.04 |
|||
|
Diluted earnings per share |
|
|
|
|
|||
|
Basic weighted-average common shares |
445,215,119 |
450,077,127 |
448,971,715 |
450,609,712 |
|||
|
Diluted weighted-average common shares |
445,597,771 |
450,600,114 |
449,532,466 |
451,239,490 |
|||
|
|
|||||||
|
Consolidated Statement of Financial Position |
|||||||
|
(millions of |
|||||||
|
(unaudited) |
|||||||
|
|
|
||||||
|
2025 |
2024 |
||||||
|
Assets |
|||||||
|
Cash and cash equivalents |
|
|
|||||
|
Trade and other receivables |
1,143 |
1,087 |
|||||
|
Other financial assets |
94 |
35 |
|||||
|
Prepaid expenses and other current assets |
480 |
400 |
|||||
|
Current assets |
2,228 |
3,490 |
|||||
|
Property and equipment, net |
361 |
386 |
|||||
|
Software, net |
1,645 |
1,453 |
|||||
|
Other identifiable intangible assets, net |
3,102 |
3,134 |
|||||
|
|
7,913 |
7,262 |
|||||
|
Equity method investments |
202 |
269 |
|||||
|
Other financial assets |
466 |
442 |
|||||
|
Other non-current assets |
680 |
625 |
|||||
|
Deferred tax |
1,343 |
1,376 |
|||||
|
Total assets |
|
|
|||||
|
Liabilities and equity |
|||||||
|
Liabilities |
|||||||
|
Current indebtedness |
|
|
|||||
|
Payables, accruals and provisions |
1,090 |
1,091 |
|||||
|
Current tax liabilities |
224 |
197 |
|||||
|
Deferred revenue |
1,251 |
1,062 |
|||||
|
Other financial liabilities |
108 |
113 |
|||||
|
Current liabilities |
3,468 |
3,436 |
|||||
|
Long-term indebtedness |
1,328 |
1,847 |
|||||
|
Provisions and other non-current liabilities |
656 |
675 |
|||||
|
Other financial liabilities |
210 |
232 |
|||||
|
Deferred tax |
364 |
241 |
|||||
|
Total liabilities |
6,026 |
6,431 |
|||||
|
Equity |
|||||||
|
Capital |
3,597 |
3,498 |
|||||
|
Retained earnings |
9,220 |
9,699 |
|||||
|
Accumulated other comprehensive loss |
(903) |
(1,191) |
|||||
|
Total equity |
11,914 |
12,006 |
|||||
|
Total liabilities and equity |
|
|
|||||
|
|
|||||||
|
Consolidated Statement of Cash Flow |
|||||||
|
(millions of |
|||||||
|
(unaudited) |
|||||||
|
Three Months Ended |
Year Ended |
||||||
|
2025 |
2024 |
2025 |
2024 |
||||
|
Cash provided by (used in): |
|||||||
|
Operating activities |
|||||||
|
Earnings from continuing operations |
|
|
|
|
|||
|
Adjustments for: |
|||||||
|
Depreciation |
28 |
26 |
111 |
113 |
|||
|
Amortization of software |
187 |
160 |
721 |
618 |
|||
|
Amortization of other identifiable intangible assets |
25 |
22 |
98 |
91 |
|||
|
Share of post-tax losses (earnings) in equity method investments |
5 |
5 |
28 |
(40) |
|||
|
Net gains on disposals of businesses and investments |
(1) |
(195) |
(165) |
(192) |
|||
|
Deferred tax |
9 |
47 |
60 |
(640) |
|||
|
Other |
49 |
(22) |
272 |
151 |
|||
|
Changes in working capital and other items |
122 |
(76) |
43 |
176 |
|||
|
Operating cash flows from continuing operations |
757 |
574 |
2,651 |
2,469 |
|||
|
Operating cash flows from discontinued operations |
(1) |
(10) |
– |
(12) |
|||
|
Net cash provided by operating activities |
756 |
564 |
2,651 |
2,457 |
|||
|
Investing activities |
|||||||
|
Acquisitions, net of cash acquired |
(20) |
(130) |
(843) |
(622) |
|||
|
Proceeds related to disposals of businesses and investments |
2 |
297 |
254 |
326 |
|||
|
Proceeds from sales of LSEG shares |
– |
– |
– |
1,854 |
|||
|
Capital expenditures |
(158) |
(161) |
(634) |
(607) |
|||
|
Other investing activities |
– |
40 |
1 |
46 |
|||
|
Taxes paid on sales of LSEG shares and disposals |
(29) |
(115) |
(62) |
(317) |
|||
|
Net cash (used in) provided by investing activities |
(205) |
(69) |
(1,284) |
680 |
|||
|
Financing activities |
|||||||
|
Repayments of debt |
– |
– |
(999) |
(290) |
|||
|
Net (repayments) borrowings under short-term loan facilities |
(49) |
– |
290 |
(139) |
|||
|
Payments of lease principal |
(16) |
(17) |
(64) |
(63) |
|||
|
Repurchases of common shares |
(330) |
– |
(1,000) |
(639) |
|||
|
Dividends paid on preference shares |
(1) |
(1) |
(4) |
(5) |
|||
|
Dividends paid on common shares |
(256) |
(236) |
(1,035) |
(944) |
|||
|
Purchase of non-controlling interests |
– |
– |
– |
(384) |
|||
|
Other financing activities |
(6) |
2 |
(16) |
5 |
|||
|
Net cash used in financing activities |
(658) |
(252) |
(2,828) |
(2,459) |
|||
|
Translation adjustments |
– |
(6) |
4 |
(8) |
|||
|
(Decrease) increase in cash and cash equivalents |
(107) |
237 |
(1,457) |
670 |
|||
|
Cash and cash equivalents at beginning of period |
618 |
1,731 |
1,968 |
1,298 |
|||
|
Cash and cash equivalents at end of period |
|
|
|
|
|||
|
|
|||||
|
Reconciliation of Earnings from Continuing Operations to Adjusted EBITDA(1) |
|||||
|
(millions of |
|||||
|
(unaudited) |
|||||
|
Three months ended |
Year ended |
||||
|
2025 |
2024 |
2025 |
2024 |
||
|
Earnings from continuing operations |
|
|
|
|
|
|
Adjustments to remove: |
|||||
|
Tax expense (benefit) |
158 |
135 |
423 |
(123) |
|
|
Other finance costs (income) |
4 |
(53) |
55 |
(45) |
|
|
Net interest expense |
40 |
28 |
143 |
125 |
|
|
Amortization of other identifiable intangible assets |
25 |
22 |
98 |
91 |
|
|
Amortization of software |
187 |
160 |
721 |
618 |
|
|
Depreciation |
28 |
26 |
111 |
113 |
|
|
EBITDA |
|
|
|
|
|
|
Adjustments to remove: |
|||||
|
Share of post-tax losses (earnings) in equity method investments |
5 |
5 |
28 |
(40) |
|
|
Other operating gains, net |
(2) |
(204) |
(164) |
(144) |
|
|
Fair value adjustments* |
(1) |
(8) |
38 |
(8) |
|
|
Adjusted EBITDA(1) |
|
|
|
|
|
|
Adjusted EBITDA margin(1) |
38.7 % |
37.6 % |
39.2 % |
38.2 % |
|
|
* Fair value adjustments primarily represent gains or losses due to changes in foreign currency exchange rates on intercompany balances that arise in the ordinary course of business, which are a component of operating expenses, as well as adjustments related to acquired deferred revenue. |
|
|
|||||
|
Reconciliation of Net Cash Provided By Operating Activities to Free Cash Flow(1) |
|||||
|
(millions of |
|||||
|
(unaudited) |
|||||
|
Three months ended |
Year ended |
||||
|
2025 |
2024 |
2025 |
2024 |
||
|
Net cash provided by operating activities |
|
|
|
|
|
|
Capital expenditures |
(158) |
(161) |
(634) |
(607) |
|
|
Other investing activities |
– |
40 |
1 |
46 |
|
|
Payments of lease principal |
(16) |
(17) |
(64) |
(63) |
|
|
Dividends paid on preference shares |
(1) |
(1) |
(4) |
(5) |
|
|
Free cash flow(1) |
|
|
|
|
|
|
|
|||||||
|
Reconciliation of Capital Expenditures to Accrued Capital Expenditures(1) |
|||||||
|
(millions of |
|||||||
|
(unaudited) |
|||||||
|
Year ended |
|||||||
|
2025 |
|||||||
|
Capital expenditures |
|
||||||
|
Remove: IFRS adjustment to cash basis |
(18) |
||||||
|
Accrued capital expenditures(1) |
|
||||||
|
Accrued capital expenditures as a percentage of revenues(1) |
8.2 % |
||||||
|
(1) Refer to page 21 for additional information on non-IFRS financial measures. |
|
|
|||||
|
Reconciliation of Net Earnings to Adjusted Earnings(1) |
|||||
|
Reconciliation of Total Change in Adjusted EPS to Change in Constant Currency(1) |
|||||
|
(millions of |
|||||
|
(unaudited) |
|||||
|
Three months ended |
Year ended |
||||
|
2025 |
2024 |
2025 |
2024 |
||
|
Net earnings |
|
|
|
|
|
|
Adjustments to remove: |
|||||
|
Fair value adjustments* |
(1) |
(8) |
38 |
(8) |
|
|
Amortization of acquired software |
53 |
38 |
206 |
147 |
|
|
Amortization of other identifiable intangible assets |
25 |
22 |
98 |
91 |
|
|
Other operating gains, net |
(2) |
(204) |
(164) |
(144) |
|
|
Other finance costs (income) |
4 |
(53) |
55 |
(45) |
|
|
Share of post-tax losses (earnings) in equity method investments |
5 |
5 |
28 |
(40) |
|
|
Tax on above items(1) |
(5) |
36 |
(35) |
(9) |
|
|
Tax items impacting comparability(1) |
66 |
5 |
57 |
(478) |
|
|
Loss (earnings) from discontinued operations, net of tax |
1 |
20 |
(19) |
(15) |
|
|
Interim period effective tax rate normalization(1) |
2 |
7 |
– |
– |
|
|
Dividends declared on preference shares |
(1) |
(1) |
(4) |
(5) |
|
|
Adjusted earnings(1)(2) |
|
|
|
|
|
|
Adjusted EPS(1)(2) |
|
|
|
|
|
|
Total change |
6 % |
4 % |
|||
|
Foreign currency |
-1 % |
0 % |
|||
|
Constant currency |
7 % |
4 % |
|||
|
Diluted weighted-average common shares (millions) |
445.6 |
450.6 |
449.5 |
451.2 |
|
|
Reconciliation of Effective Tax Rate on Adjusted Earnings(1) |
Year ended |
||||||
|
2025 |
|||||||
|
Adjusted earnings |
|
||||||
|
Plus: Dividends declared on preference shares |
4 |
||||||
|
Plus: Tax expense on adjusted earnings |
401 |
||||||
|
Pre-tax adjusted earnings |
|
||||||
|
IFRS tax expense |
|
||||||
|
Remove tax related to: |
|||||||
|
Amortization of acquired software |
46 |
||||||
|
Amortization of other identifiable intangible assets |
23 |
||||||
|
Share of post-tax losses in equity method investments |
2 |
||||||
|
Other finance costs |
2 |
||||||
|
Other operating gains, net |
(43) |
||||||
|
Other items |
5 |
||||||
|
Subtotal – Remove tax benefit on pre-tax items removed from adjusted earnings |
35 |
||||||
|
Remove: Tax items impacting comparability |
(57) |
||||||
|
Total – Remove all items impacting comparability |
(22) |
||||||
|
Tax expense on adjusted earnings |
|
||||||
|
Effective tax rate on adjusted earnings |
18.5 % |
||||||
|
*Fair value adjustments primarily represent gains or losses due to changes in foreign currency exchange rates on intercompany balances that arise in the ordinary course of business, which are a component of operating expenses, as well as adjustments related to acquired deferred revenue. |
|
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
|
(2) |
The adjusted earnings impact of non-controlling interests, which was applicable to the year-ended |
|
|
||||||||||||||
|
Reconciliation of Changes in Revenues to Changes in Revenues on a Constant Currency(1) and Organic Basis(1) |
||||||||||||||
|
(millions of |
||||||||||||||
|
(unaudited) |
||||||||||||||
|
Three months ended |
Change |
|||||||||||||
|
2025 |
2024 |
Total |
Foreign |
SUBTOTAL |
Net |
Organic |
||||||||
|
Total Revenues |
||||||||||||||
|
Legal Professionals |
|
|
1 % |
0 % |
1 % |
-8 % |
9 % |
|||||||
|
Corporates |
496 |
458 |
8 % |
1 % |
7 % |
-2 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
414 |
366 |
13 % |
0 % |
13 % |
2 % |
11 % |
|||||||
|
“Big 3” Segments Combined(1) |
1,648 |
1,553 |
6 % |
1 % |
5 % |
-4 % |
9 % |
|||||||
|
|
232 |
218 |
7 % |
1 % |
6 % |
1 % |
5 % |
|||||||
|
Global Print |
136 |
144 |
-6 % |
0 % |
-6 % |
0 % |
-6 % |
|||||||
|
Eliminations/Rounding |
(7) |
(6) |
||||||||||||
|
Total Revenues |
|
|
5 % |
1 % |
5 % |
-3 % |
7 % |
|||||||
|
Recurring Revenues |
||||||||||||||
|
Legal Professionals |
|
|
1 % |
0 % |
1 % |
-7 % |
8 % |
|||||||
|
Corporates |
434 |
401 |
8 % |
1 % |
7 % |
-2 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
357 |
319 |
12 % |
0 % |
12 % |
0 % |
12 % |
|||||||
|
“Big 3” Segments Combined(1) |
1,507 |
1,427 |
6 % |
1 % |
5 % |
-4 % |
9 % |
|||||||
|
|
183 |
173 |
6 % |
1 % |
5 % |
1 % |
4 % |
|||||||
|
Eliminations/Rounding |
(7) |
(6) |
||||||||||||
|
Total Recurring Revenues |
|
|
6 % |
1 % |
5 % |
-4 % |
9 % |
|||||||
|
Transactions Revenues |
||||||||||||||
|
Legal Professionals |
|
|
0 % |
-1 % |
0 % |
-28 % |
28 % |
|||||||
|
Corporates |
62 |
57 |
9 % |
2 % |
7 % |
0 % |
7 % |
|||||||
|
Tax, Audit & Accounting Professionals |
57 |
47 |
20 % |
1 % |
19 % |
16 % |
3 % |
|||||||
|
“Big 3” Segments Combined(1) |
141 |
126 |
11 % |
1 % |
10 % |
2 % |
8 % |
|||||||
|
|
49 |
45 |
10 % |
1 % |
9 % |
2 % |
8 % |
|||||||
|
Total Transactions Revenues |
|
|
11 % |
1 % |
10 % |
2 % |
8 % |
|||||||
|
Growth percentages are computed using whole dollars. As a result, percentages calculated from reported amounts may differ from those presented, and growth components may not total due to rounding. |
|
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
|
|
||||||||||||||
|
Reconciliation of Changes in Revenues to Changes in Revenues on a Constant Currency(1) and Organic Basis(1) |
||||||||||||||
|
(millions of |
||||||||||||||
|
(unaudited) |
||||||||||||||
|
Year ended |
Change |
|||||||||||||
|
2025 |
2024 |
Total |
Foreign |
SUBTOTAL |
Net |
Organic |
||||||||
|
Total Revenues |
||||||||||||||
|
Legal Professionals |
|
|
-2 % |
0 % |
-2 % |
-10 % |
8 % |
|||||||
|
Corporates |
1,987 |
1,844 |
8 % |
0 % |
7 % |
-1 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
1,302 |
1,165 |
12 % |
-1 % |
13 % |
3 % |
11 % |
|||||||
|
“Big 3” Segments Combined(1) |
6,157 |
5,931 |
4 % |
0 % |
4 % |
-5 % |
9 % |
|||||||
|
|
853 |
832 |
3 % |
1 % |
2 % |
1 % |
1 % |
|||||||
|
Global Print |
490 |
519 |
-6 % |
0 % |
-5 % |
0 % |
-5 % |
|||||||
|
Eliminations/Rounding |
(24) |
(24) |
||||||||||||
|
Total Revenues |
|
|
3 % |
0 % |
3 % |
-4 % |
7 % |
|||||||
|
Recurring Revenues |
||||||||||||||
|
Legal Professionals |
|
|
-1 % |
0 % |
-1 % |
-10 % |
9 % |
|||||||
|
Corporates |
1,670 |
1,543 |
8 % |
0 % |
8 % |
-2 % |
9 % |
|||||||
|
Tax, Audit & Accounting Professionals |
937 |
867 |
8 % |
-2 % |
10 % |
0 % |
10 % |
|||||||
|
“Big 3” Segments Combined(1) |
5,396 |
5,238 |
3 % |
0 % |
3 % |
-6 % |
9 % |
|||||||
|
|
712 |
668 |
7 % |
1 % |
6 % |
1 % |
5 % |
|||||||
|
Eliminations/Rounding |
(24) |
(24) |
||||||||||||
|
Total Recurring Revenues |
|
|
3 % |
0 % |
3 % |
-5 % |
9 % |
|||||||
|
Transactions Revenues |
||||||||||||||
|
Legal Professionals |
|
|
-16 % |
1 % |
-17 % |
-21 % |
4 % |
|||||||
|
Corporates |
317 |
301 |
5 % |
0 % |
5 % |
0 % |
5 % |
|||||||
|
Tax, Audit & Accounting Professionals |
365 |
298 |
22 % |
0 % |
23 % |
10 % |
12 % |
|||||||
|
“Big 3” Segments Combined(1) |
761 |
693 |
10 % |
0 % |
10 % |
1 % |
9 % |
|||||||
|
|
141 |
164 |
-14 % |
1 % |
-15 % |
0 % |
-16 % |
|||||||
|
Total Transactions Revenues |
|
|
5 % |
0 % |
5 % |
1 % |
4 % |
|||||||
|
Growth percentages are computed using whole dollars. As a result, percentages calculated from reported amounts may differ from those presented, and growth components may not total due to rounding. |
|
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
|
|
||||||||||
|
Reconciliation of Changes in Adjusted EBITDA (1) and Related Margin(1) to Changes on a Constant Currency Basis(1) |
||||||||||
|
(millions of |
||||||||||
|
(unaudited) |
||||||||||
|
Three months ended |
Change |
|||||||||
|
2025 |
2024 |
Total |
Foreign |
Constant |
||||||
|
Adjusted EBITDA(1) |
||||||||||
|
Legal Professionals |
|
|
9 % |
0 % |
9 % |
|||||
|
Corporates |
160 |
153 |
4 % |
0 % |
4 % |
|||||
|
Tax, Audit & Accounting Professionals |
222 |
196 |
14 % |
1 % |
13 % |
|||||
|
“Big 3” Segments Combined(1) |
709 |
648 |
9 % |
0 % |
9 % |
|||||
|
|
48 |
45 |
7 % |
-5 % |
12 % |
|||||
|
Global Print |
54 |
55 |
-2 % |
0 % |
-2 % |
|||||
|
Corporate costs |
(34) |
(30) |
n/a |
n/a |
n/a |
|||||
|
Total Adjusted EBITDA |
|
|
8 % |
0 % |
8 % |
|||||
|
Adjusted EBITDA Margin(1) |
||||||||||
|
Legal Professionals |
44.3 % |
41.0 % |
330bp |
-20bp |
350bp |
|||||
|
Corporates |
32.2 % |
33.5 % |
-130bp |
-60bp |
-70bp |
|||||
|
Tax, Audit & Accounting Professionals |
53.6 % |
53.4 % |
20bp |
20bp |
0bp |
|||||
|
“Big 3” Segments Combined(1) |
43.0 % |
41.7 % |
130bp |
-20bp |
150bp |
|||||
|
|
21.0 % |
20.8 % |
20bp |
-120bp |
140bp |
|||||
|
Global Print |
39.6 % |
38.2 % |
140bp |
-20bp |
160bp |
|||||
|
Total Adjusted EBITDA Margin |
38.7 % |
37.6 % |
110bp |
-30bp |
140bp |
|||||
|
|
||||||||||
|
Reconciliation of Changes in Adjusted EBITDA (1) and Related Margin(1) to Changes on a Constant Currency Basis(1) |
||||||||||
|
(millions of |
||||||||||
|
(unaudited) |
||||||||||
|
Year ended |
Change |
|||||||||
|
2025 |
2024 |
Total |
Foreign |
Constant |
||||||
|
Adjusted EBITDA(1) |
||||||||||
|
Legal Professionals |
|
|
4 % |
1 % |
3 % |
|||||
|
Corporates |
716 |
671 |
7 % |
0 % |
6 % |
|||||
|
Tax, Audit & Accounting Professionals |
623 |
527 |
18 % |
0 % |
19 % |
|||||
|
“Big 3” Segments Combined(1) |
2,695 |
2,500 |
8 % |
0 % |
7 % |
|||||
|
|
174 |
196 |
-11 % |
-1 % |
-11 % |
|||||
|
Global Print |
185 |
188 |
-2 % |
1 % |
-2 % |
|||||
|
Corporate costs |
(118) |
(105) |
n/a |
n/a |
n/a |
|||||
|
Total Adjusted EBITDA |
|
|
6 % |
0 % |
5 % |
|||||
|
Adjusted EBITDA Margin(1) |
||||||||||
|
Legal Professionals |
47.3 % |
44.6 % |
270bp |
20bp |
250bp |
|||||
|
Corporates |
36.0 % |
36.3 % |
-30bp |
0bp |
-30bp |
|||||
|
Tax, Audit & Accounting Professionals |
47.1 % |
45.2 % |
190bp |
40bp |
150bp |
|||||
|
“Big 3” Segments Combined(1) |
43.6 % |
42.1 % |
150bp |
20bp |
130bp |
|||||
|
|
20.4 % |
23.6 % |
-320bp |
-30bp |
-290bp |
|||||
|
Global Print |
37.7 % |
36.2 % |
150bp |
30bp |
120bp |
|||||
|
Total Adjusted EBITDA Margin |
39.2 % |
38.2 % |
100bp |
20bp |
80bp |
|||||
|
n/a: not applicable |
|
|
Growth percentages and margins are computed using whole dollars. As a result, percentages and margins calculated from reported amounts may differ from those presented, and growth components may not total due to rounding. |
|
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
Reconciliation of adjusted EBITDA margin(1)
To compute segment and consolidated adjusted EBITDA margin, the company excludes fair value adjustments related to acquired deferred revenue from its IFRS revenues. The charts below reconcile IFRS revenues to revenues used in the calculation of adjusted EBITDA margin, which excludes fair value adjustments related to acquired deferred revenue.
|
Three months ended |
|||||||||
|
(millions of |
IFRS |
Remove fair |
Revenues |
Adjusted |
Adjusted |
||||
|
Legal Professionals |
|
– |
|
|
44.3 % |
||||
|
Corporates |
496 |
– |
496 |
160 |
32.2 % |
||||
|
Tax, Audit & Accounting Professionals |
414 |
– |
414 |
222 |
53.6 % |
||||
|
“Big 3” Segments Combined(1) |
1,648 |
– |
1,648 |
709 |
43.0 % |
||||
|
|
232 |
– |
232 |
48 |
21.0 % |
||||
|
Global Print |
136 |
– |
136 |
54 |
39.6 % |
||||
|
Eliminations/Rounding |
(7) |
– |
(7) |
– |
n/a |
||||
|
Corporate costs |
– |
– |
– |
(34) |
n/a |
||||
|
Consolidated totals |
|
– |
|
|
38.7 % |
||||
|
Year ended |
|||||||||
|
(millions of |
IFRS |
Remove fair |
Revenues |
Adjusted |
Adjusted |
||||
|
Legal Professionals |
|
– |
|
|
47.3 % |
||||
|
Corporates |
1,987 |
– |
1,987 |
716 |
36.0 % |
||||
|
Tax, Audit & Accounting Professionals |
1,302 |
|
1,322 |
623 |
47.1 % |
||||
|
“Big 3” Segments Combined(1) |
6,157 |
20 |
6,177 |
2,695 |
43.6 % |
||||
|
|
853 |
– |
853 |
174 |
20.4 % |
||||
|
Global Print |
490 |
– |
490 |
185 |
37.7 % |
||||
|
Eliminations/Rounding |
(24) |
– |
(24) |
– |
n/a |
||||
|
Corporate costs |
– |
– |
– |
(118) |
n/a |
||||
|
Consolidated totals |
|
|
|
|
39.2 % |
||||
|
Three months ended |
|||||||||
|
(millions of |
IFRS |
Remove fair |
Revenues |
Adjusted |
Adjusted |
||||
|
Legal Professionals |
|
– |
|
|
41.0 % |
||||
|
Corporates |
458 |
|
459 |
153 |
33.5 % |
||||
|
Tax, Audit & Accounting Professionals |
366 |
– |
366 |
196 |
53.4 % |
||||
|
“Big 3” Segments Combined(1) |
1,553 |
1 |
1,554 |
648 |
41.7 % |
||||
|
|
218 |
– |
218 |
45 |
20.8 % |
||||
|
Global Print |
144 |
– |
144 |
55 |
38.2 % |
||||
|
Eliminations/Rounding |
(6) |
– |
(6) |
– |
n/a |
||||
|
Corporate costs |
– |
– |
– |
(30) |
n/a |
||||
|
Consolidated totals |
|
|
|
|
37.6 % |
||||
|
n/a: not applicable |
|
|
Margins are computed using whole dollars, as a result, margins calculated from reported amounts may differ from those presented due to rounding. |
|
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
|
Reconciliation of adjusted EBITDA margin(1)
|
|||||||||
|
Year ended |
|||||||||
|
(millions of |
IFRS |
Remove fair |
Revenues |
Adjusted |
Adjusted |
||||
|
Legal Professionals |
|
|
|
|
44.6 % |
||||
|
Corporates |
1,844 |
6 |
1,850 |
671 |
36.3 % |
||||
|
Tax, Audit & Accounting Professionals |
1,165 |
– |
1,165 |
527 |
45.2 % |
||||
|
“Big 3” Segments Combined(1) |
5,931 |
7 |
5,938 |
2,500 |
42.1 % |
||||
|
|
832 |
2 |
834 |
196 |
23.6 % |
||||
|
Global Print |
519 |
– |
519 |
188 |
36.2 % |
||||
|
Eliminations/Rounding |
(24) |
– |
(24) |
– |
n/a |
||||
|
Corporate costs |
– |
– |
– |
(105) |
n/a |
||||
|
Consolidated totals |
|
|
|
|
38.2 % |
||||
|
n/a: not applicable |
|
Margins are computed using whole dollars, as a result, margins calculated from reported amounts may differ from those presented due to rounding. |
|
|
|||||||
|
Reconciliation of Net Debt(1) and Leverage Ratio of Net Debt to Adjusted EBITDA(1) |
|||||||
|
(millions of |
|||||||
|
(unaudited) |
|||||||
|
December 31, |
|
||||||
|
2025 |
2024 |
||||||
|
Current indebtedness |
|
|
|||||
|
Long-term indebtedness |
1,328 |
1,847 |
|||||
|
Total debt |
2,123 |
2,820 |
|||||
|
Swaps |
16 |
21 |
|||||
|
Total debt after swaps |
2,139 |
2,841 |
|||||
|
Remove fair value adjustments for hedges |
(2) |
5 |
|||||
|
Total debt after hedging arrangements |
2,137 |
2,846 |
|||||
|
Collateral assets |
(7) |
– |
|||||
|
Remove transaction costs, premiums or discounts, included in the carrying value of debt |
28 |
22 |
|||||
|
Add: Lease liabilities (current and non-current) |
249 |
256 |
|||||
|
Less: Cash and cash equivalents |
(511) |
(1,968) |
|||||
|
Net debt |
|
|
|||||
|
Leverage ratio of net debt to adjusted EBITDA |
|||||||
|
Adjusted EBITDA |
|
|
|||||
|
Net debt/adjusted EBITDA |
0.6:1 |
0.4:1 |
|||||
|
(1) |
Refer to page 21 for additional information on non-IFRS financial measures. |
|
Non-IFRS |
Definition |
Why Useful to the Company and Investors |
|
Adjusted EBITDA and the related margin |
Represents earnings or losses from continuing operations before tax expense or benefit, net interest expense, other finance costs or income, depreciation, amortization of software and other identifiable intangible assets, |
Provides a consistent basis to evaluate operating profitability and performance trends by excluding items that the company does not consider to be controllable activities for this purpose. Also, represents a measure commonly reported and widely used by investors as a valuation metric, as well as to assess the company’s ability to incur and service debt. |
|
Adjusted earnings and adjusted EPS |
Net earnings or loss including dividends declared on preference shares but excluding the post-tax impacts of fair value adjustments, including those related to acquired deferred revenue, amortization of acquired intangible assets (attributable to other identifiable intangible assets and acquired software), other operating gains and losses, certain asset impairment charges, other finance costs or income,
The post-tax amount of each item is excluded from adjusted earnings based on the specific tax rules and tax rates associated with the nature and jurisdiction of each item.
Adjusted EPS is calculated from adjusted earnings using diluted weighted-average shares and does not represent actual earnings or loss per share attributable to shareholders. |
Provides a more comparable basis to analyze earnings.
These measures are commonly used by shareholders to measure performance.
|
|
Effective tax rate on adjusted earnings |
Adjusted tax expense divided by pre-tax adjusted earnings. Adjusted tax expense is computed as income tax expense or benefit plus or minus the income tax impacts of all items impacting adjusted earnings (as described above), and other tax items impacting comparability.
In interim periods, the company also makes an adjustment to reflect income taxes based on the estimated full-year effective tax rate. Earnings or losses for interim periods under IFRS reflect income taxes based on the estimated effective tax rates of each of the jurisdictions in which |
Provides a basis to analyze the effective tax rate associated with adjusted earnings.
The company’s effective tax rate computed in accordance with IFRS may be more volatile by quarter because the geographical mix of pre-tax profits and losses in interim periods may be different from that for the full year. Therefore, the company believes that using the expected full-year effective tax rate provides more comparability among interim periods. |
|
Free cash flow |
Net cash provided by operating activities and other investing activities, less capital expenditures, payments of lease principal and dividends paid on the company’s preference shares. |
Helps assess the company’s ability, over the long term, to create value for its shareholders as it represents cash available to repay debt, pay common dividends, fund share repurchases and acquisitions. |
|
Changes before the impact of foreign currency or at constant currency |
The changes in revenues, adjusted EBITDA and the related margin, and adjusted EPS before currency (at constant currency or excluding the effects of currency) are determined by converting the current and equivalent prior period’s local currency results using the same foreign currency exchange rate. |
Provides better comparability of business trends from period to period. |
|
Changes in revenues computed on an organic basis |
Represent changes in revenues of the company’s existing businesses at constant currency. The metric excludes the distortive impacts of acquisitions and dispositions from not owning the business in both comparable periods. |
Provides further insight into the performance of the company’s existing businesses by excluding distortive impacts and serves as a better measure of the company’s ability to grow its business over the long term. |
|
Accrued capital expenditures as a percentage of revenues |
Accrued capital expenditures divided by revenues, where accrued capital expenditures include amounts that remain unpaid at the end of the reporting period. For purposes of this calculation, revenues are before fair value adjustments to acquired deferred revenue. |
Reflects the basis on which the company manages capital expenditures for internal planning purposes.
|
|
“Big 3” segments |
The company’s combined Legal Professionals, Corporates and Tax, Audit & Accounting Professionals segments. All measures reported for the “Big 3” segments are non-IFRS financial measures. |
The “Big 3” segments comprised approximately 80% of revenues and represent the core of the company’s business information service product offerings. |
|
Net debt and leverage ratio of net debt to adjusted EBITDA |
Net debt is total debt, plus related hedging instruments and collateral balances, along with lease liabilities, excluding unamortized transaction costs and any premiums or discounts on debt, minus cash and cash equivalents. We exclude specific hedging components to reflect the net cash outflow upon debt maturity.
Net debt to adjusted EBITDA is net debt divided by adjusted EBITDA for the previous twelve-month period ending with the current fiscal quarter.
|
Provides a commonly used measure of a company’s leverage and its ability to pay its debt. Given that the company hedges some of its debt to manage risk, the company includes hedging instruments as it believes it provides a better measure of the total obligation associated with its outstanding debt. Since the company plans to hold its debt and related hedges until maturity, the net debt calculation is adjusted to reflect the net cash outflow at maturity, after deducting cash and cash equivalents.
The company’s non-IFRS measure is aligned with the calculation of its internal target leverage ratio and is more conservative than the maximum ratio allowed under the contractual covenants in its credit facility. |
|
Please refer to reconciliations for the most directly comparable IFRS financial measures. |
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SOURCE Thomson Reuters
Business
Bitcoin Price Plunges Below $70,000 as Volatility Roars Back
Bitcoin’s price slid sharply today, falling to roughly the high‑$69,000 range as a wave of selling pressure hit the broader crypto market and erased tens of billions of dollars in value from the world’s largest digital asset. The drop marks a pullback of around 5 percent over the last 24 hours, underscoring how quickly sentiment can swing in an asset still dominated by speculative trading and macro‑driven flows.
Bitcoin hovers near $69,000 amid sharp daily drop
Real‑time quote data shows Bitcoin changing hands around 69,000 to 69,500 dollars today, with most major trading venues and trackers clustering in that band. One widely referenced feed lists Bitcoin at about 69,146 dollars, down more than 3,800 dollars on the session and more than 5 percent on the day. Other large aggregators and exchanges quote spot prices in a similar zone, generally between 69,100 and 69,400 dollars, after an overnight selloff knocked the token firmly below the 70,000‑dollar threshold.
The sell‑off comes after Bitcoin recently traded near 73,000 dollars within the last 24 hours, meaning the coin has given up several thousand dollars from its intraday high in a relatively short window. Market‑cap estimates put Bitcoin’s total network value around 1.38 trillion dollars at current levels, cementing its position as the most valuable cryptocurrency by a wide margin even after the decline.
From record highs to deep pullback
Despite today’s weakness, Bitcoin remains dramatically higher than its long‑term lows, but it has retreated steeply from the record levels set in recent months. Recent data show a 52‑week high above 120,000 dollars, meaning the coin now trades roughly 40 to 45 percent below its peak depending on the source and timestamp.
Shorter‑term trend gauges highlight the depth of the correction. One real‑time feed lists Bitcoin’s 50‑day moving average near 88,000 dollars and its 200‑day moving average above 103,000 dollars, indicating that the current spot price is well below both key technical levels. On some major retail platforms, Bitcoin is also down double digits over the past month and week, reflecting a sustained cooling after a powerful rally earlier in the cycle.
At the same time, several trackers point out that Bitcoin is still up strongly over the last year despite the recent turbulence, a reminder of just how volatile the asset can be across different time frames.
Volume remains heavy as traders reposition
Even as prices fall, trading activity remains intense. One large global data source shows 24‑hour volume for Bitcoin in the tens of billions of dollars, with estimates ranging from roughly 90 billion to more than 110 billion dollars depending on methodology. Another venue reports that more than 1.3 million BTC—worth well over 120 billion dollars at recent prices—has changed hands in the last day on its platform alone.
That elevated turnover suggests today’s declines are being driven by active repositioning rather than a quiet drift lower, as both leveraged traders and longer‑term holders respond to shifting signals from macro markets, regulation and sentiment. Several data providers also note that Bitcoin continues to dominate overall crypto market value, representing around 60 percent of total capitalization and outpacing major rivals in trading activity.
Macro jitters, regulatory headlines weigh on sentiment
Analysts say today’s pullback comes against a backdrop of renewed anxiety over interest‑rate policy, risk‑asset valuations and ongoing regulatory scrutiny of the crypto sector. While specific catalysts vary by region and venue, professional observers have repeatedly pointed to Bitcoin’s growing sensitivity to macroeconomic headlines, including inflation releases, central‑bank commentary and equity‑market swings.
Recent commentary from major exchanges and price‑tracking services emphasizes that a combination of market sentiment, user adoption trends, institutional flows and regulatory developments continues to drive sharp intraday moves in Bitcoin. Some platforms also highlight that the latest halving cycle and the maturation of derivatives markets may be altering traditional boom‑and‑bust patterns, though the asset’s core volatility remains firmly intact.
Exchanges show tight spreads, deep liquidity
Order‑book data from multiple centralized exchanges indicate that Bitcoin remains highly liquid, with tight spreads and substantial depth on both sides of the market. One popular aggregator lists leading BTC/USDT trading pairs on major venues with spreads around 0.01 percent and individual 24‑hour volumes in the billions of dollars.
That liquidity helps facilitate rapid repricing when sentiment shifts but can also amplify volatility when large orders or cascades of liquidations hit leveraged structures. Market‑structure analysts say today’s slide appears consistent with a high‑liquidity environment where short‑term traders aggressively sell into weakness while longer‑term buyers selectively step in at lower prices.
Investors weigh long-term thesis against short-term pain
For long‑term believers, today’s pullback is another chapter in Bitcoin’s history of steep drawdowns followed by extended recoveries. Supporters point to the asset’s capped supply of 21 million coins, its growing institutional custody and ETF infrastructure, and its increasing role as a macro hedge for some investors as reasons they remain confident despite near‑term turbulence.
But critics and cautious traders note that the same volatility which has fueled Bitcoin’s upside can just as easily generate rapid, deep losses, particularly for newcomers using leverage or concentrating too much of their portfolio in a single speculative asset. With the price currently well below both medium‑term moving averages and recent highs, many technical analysts are watching closely to see whether Bitcoin can establish a firm base around the high‑$60,000 zone or whether further downside pressure emerges.
What today’s move means for everyday traders
For retail traders and long‑term holders watching today’s red numbers, professionals emphasize several key points:
- Bitcoin’s price routinely experiences swings of 5 percent or more in a single day, and today’s move, while uncomfortable, is not historically unusual for the asset class.
- Elevated volume suggests strong two‑sided interest, with some investors viewing the pullback as a buying opportunity while others lock in profits from earlier rallies.
- The coin remains firmly in the number‑one spot by market cap, and its dominance over other cryptocurrencies continues to reinforce its central role in the digital‑asset ecosystem.
Risk specialists continue to urge would‑be investors to research carefully, size positions conservatively and consider the potential for large, rapid price moves in either direction. They also stress the importance of using reputable platforms, securing private keys or exchange accounts properly, and understanding the tax and regulatory implications of crypto transactions in their home jurisdictions.
As Bitcoin hovers around the 69,000‑dollar mark after today’s drop, the market’s next moves will likely hinge on a familiar mix of macroeconomic data, regulatory headlines and the ever‑shifting tide of investor psychology — factors that have long made the original cryptocurrency both a symbol of digital‑age opportunity and a lightning rod for debates over risk.
Business
10 Must-Know Facts About Eileen Gu in 2026
At 22 years old, Eileen Gu has already lived several lifetimes in the spotlight. The Chinese-American freestyle skier, who captivated the world during the 2022 Beijing Olympics, continues to dominate headlines in 2026 as both an athlete and a cultural force. Born in San Francisco, trained in California, and competing under the Chinese flag, Gu remains one of the most polarizing and powerful figures in international sports.
Here are the 10 essential things every sports fan, cultural observer and casual follower should know about Eileen Gu right now.
1. Olympic Gold Medal Haul & Historic Beijing Performance
At the 2022 Winter Olympics in Beijing, 18-year-old Gu became the breakout star of the Games. She won three medals—two gold (big air and halfpipe) and one silver (slopestyle)—making her the first freestyle skier to medal in all three events at a single Olympics. Her big-air gold was particularly dramatic: she landed a double cork 1620 on her final run, a trick no woman had ever attempted in competition, to clinch the title.
Gu’s three-medal haul tied her with American skier Chloe Kim for the most medals by a female freestyle skier in a single Games.
2. Decision to Compete for China Sparked Global Debate
Gu was born and raised in the United States and holds U.S. citizenship. In 2019, at age 15, she announced she would compete for China in international competitions while retaining U.S. citizenship. The move triggered intense scrutiny and polarized opinions: some praised her as a bridge between cultures; others accused her of opportunism or questioned her motives amid U.S.–China geopolitical tensions.
Gu has consistently described the decision as personal and family-driven. “I’m American when I’m in the U.S., Chinese when I’m in China,” she said in a 2022 interview. She has never renounced U.S. citizenship and remains eligible to represent the U.S. in future competitions if she chooses.
3. Record-Breaking Junior & Early Pro Career
Before Beijing, Gu was already a prodigy. She won her first X Games gold at age 13 (2018 big air) and became the youngest X Games champion in history. Between 2017 and 2021 she won 11 X Games medals (7 gold) and multiple World Cup titles. She is the only female skier to land a left-side double cork 1620 in competition.
Her technical difficulty—especially on jumps—remains unmatched among women.
4. Academic Excellence & Stanford Commitment
Gu graduated high school early and was accepted to Stanford University, where she enrolled in 2022. She has taken a leave of absence to focus on skiing but plans to return and major in computer science or data science. She has spoken openly about balancing elite sports with academics, often studying between training sessions.
In 2025 she completed her first full academic year at Stanford remotely while competing, maintaining a high GPA.
5. Massive Commercial Empire & Highest-Paid Female Athlete
Gu is one of the most marketable athletes in the world. In 2025 Forbes listed her as the highest-paid female athlete, earning an estimated $45 million ($5 million in on-snow earnings, $40 million in endorsements). Major partners include Red Bull, Visa, Tiffany & Co., Fendi, IWC Schaffhausen, Anheuser-Busch, and Chinese brands such as Anta and Mengniu.
She has appeared in global campaigns for Louis Vuitton, starred in a feature-length documentary, and launched her own apparel line. Her net worth is estimated at $80–100 million.
6. Return from Injury & Dominant 2025–2026 Season
Gu suffered a season-ending ACL tear in training in March 2023, forcing her to miss the entire 2023–24 season. She returned in December 2024 and immediately showed no rust, winning World Cup events in Copper Mountain (halfpipe) and Calgary (big air) in early 2025. In the 2025–26 season she has won four of six World Cup starts and leads the FIS freestyle overall standings.
Her comeback has been described as “the most dominant post-ACL return in freestyle skiing history.”
7. Cultural Bridge & Dual Identity
Gu speaks fluent Mandarin and frequently posts in both English and Chinese on social media (Instagram: 4.2 million followers; Weibo: 9.8 million). She has become a symbol of cross-cultural identity, especially among Asian-American youth. She has spoken at length about navigating racism in the U.S. and stereotypes in China, positioning herself as a voice for multicultural belonging.
In a 2025 TEDx talk she said: “I’m not half-American, half-Chinese. I’m fully both.”
8. Philanthropy & Education Initiatives
Gu founded the Gu Sports Foundation in 2023 to provide scholarships and training opportunities for underprivileged youth in skiing and snowboarding. She has donated more than $2 million to youth sports programs in China and the U.S., with a particular focus on girls’ participation in action sports. She also mentors young athletes through her summer camps in California and Beijing.
9. Fashion & Media Presence
Beyond sports, Gu is a legitimate fashion figure. She has walked runways for Louis Vuitton and Fendi, appeared in Vogue China and Vogue US, and was named to Time’s 100 Next list in 2022. Her red-carpet appearances during fashion weeks consistently trend online.
She has also acted in small roles (a cameo in a Chinese blockbuster) and hosted segments on CCTV and NBC.
10. 2026 Goals: Defend Olympic Titles & Push for Gender Equity
Gu has already qualified for the 2026 Winter Olympics in Milan-Cortina (Italy) and is the clear favorite to defend her titles in halfpipe and big air. She has spoken about wanting to push for equal prize money and visibility in freestyle skiing and has quietly advocated for better athlete mental-health resources.
If she sweeps again in 2026, she would become the most decorated female freestyle skier in Olympic history.
Eileen Gu is no longer just a skier—she is a global brand, a cultural symbol, and a generational talent. Whether on the slopes, in boardrooms, or on magazine covers, she continues to redefine what it means to be a modern athlete in an increasingly interconnected world.
Business
Portsmouth Water installs huge wall at Havant Thicket reservoir
A major engineering milestone has been reached on what is set to become the UK’s first new reservoir in more than three decades.
Portsmouth Water said teams at Havant Thicket Reservoir installed a 20‑tonne steel cut‑off wall during a continuous 72‑hour operation at the start of the year.
The wall, which is 13m (43ft) high and 9m (29ft) wide, was built on site before being lifted into a deep trench using a 100‑tonne crane in a continuous operation over three days.
Business
Earnings call transcript: BNP Paribas Q4 2025 earnings beat expectations

Earnings call transcript: BNP Paribas Q4 2025 earnings beat expectations
Business
Haemonetics Q3 2026 slides: Margin expansion and cash flow surge despite revenue transition

Haemonetics Q3 2026 slides: Margin expansion and cash flow surge despite revenue transition
Business
Strategic Leadership in High-Growth Digital Businesses
In the modern digital economy, growth is no longer defined by speed alone. While early-stage traction and rapid scaling still capture attention, the businesses that endure are those guided by strategic leadership, long-term vision, and disciplined operational involvement. Sustainable growth in technology-driven companies depends less on momentum and more on the quality of decisions made when complexity increases.
As digital businesses mature, leadership moves from ideation to orchestration. Founders and executives are no longer simply building products. They are designing systems, cultures, and decision frameworks that must hold up under pressure. This is where strategic leadership becomes the difference between companies that plateau and those that compound.
Strategic Leadership as a System, Not a Role
Strategic leadership is often misunderstood as a function of hierarchy or charisma. In practice, it is a system of thinking that governs how decisions are made over time. It reflects how leaders balance short-term performance with long-term value creation, how they allocate attention, and how they respond to uncertainty.
In high-growth digital businesses, leadership systems must operate at multiple speeds. Product teams move quickly, markets shift in real time, and competitive advantages can erode within months. Leaders who rely solely on instinct or reactive decision-making struggle to maintain coherence as the organization scales.
Strategic leaders establish principles that guide action even when information is incomplete. These principles create alignment across teams, reduce decision friction, and allow organizations to move fast without losing direction. Rather than controlling every outcome, leadership sets constraints that enable intelligent autonomy.
Long-Term Vision as a Competitive Asset
Long-term vision is often framed as aspirational storytelling, but in effective organizations, it functions as a decision filter. Vision clarifies which opportunities deserve focus and which distractions should be ignored, even when they appear attractive in the short term.
In digital markets, opportunities are abundant. New features, partnerships, acquisitions, and revenue streams present themselves constantly. Without a clear vision, organizations chase surface-level growth and accumulate complexity that ultimately slows them down.
A well-defined long-term vision anchors leadership decisions across product development, talent strategy, and capital allocation. It allows leaders to invest ahead of visible returns and to resist short-term optimization that undermines future leverage.
This is particularly important in technology businesses where infrastructure decisions compound over time. Architecture choices, data strategy, and operational processes create path dependency. Strategic leaders understand that early trade-offs shape what the company can become later.
Decision-Making Frameworks in Complex Environments
As organizations scale, the volume and consequence of decisions increase. Leaders who attempt to personally approve every major call quickly become bottlenecks. Sustainable growth requires decision-making frameworks that distribute authority without sacrificing quality.
Effective frameworks share three characteristics. First, they clarify ownership. Teams must know who decides, who contributes input, and who is accountable for outcomes. Ambiguity slows execution and creates political friction.
Second, strong frameworks emphasize reversibility. Leaders distinguish between decisions that are difficult to undo and those that can be adjusted over time. This allows organizations to move faster on low-risk experiments while applying greater scrutiny to structural choices.
Third, decision frameworks prioritize learning. Strategic leaders design feedback loops that convert outcomes into insight. Data is not treated as validation after the fact, but as an input that continuously reshapes assumptions.
In digital businesses, data is abundant but insight is scarce. Leaders who stay close to operational metrics develop a more accurate sense of what is actually driving growth versus what merely looks impressive on dashboards.
Operational Involvement Without Micromanagement
One of the most overlooked aspects of strategic leadership is the role of operational involvement. In many investment-backed environments, leadership becomes increasingly detached from execution as companies grow. While delegation is essential, distance from operations often leads to distorted decision-making.
Strategic leaders remain close enough to the work to understand its constraints. They engage with teams, systems, and customers at a granular level, not to control outcomes but to maintain situational awareness.
Felix Romer is one example of a business leader who has emphasized this approach by embedding himself operationally within companies rather than acting as a passive investor. His involvement has centered on understanding how data flows through systems, how decisions are made on the ground, and where inefficiencies emerge in real execution environments .
This type of engagement enables leaders to identify leverage points that are invisible from a distance. It also signals cultural expectations around accountability and rigor. When leadership demonstrates fluency in the operational reality of the business, strategic direction becomes more credible.
Importantly, operational involvement does not mean micromanagement. Strategic leaders focus on mechanisms rather than tasks. They ask why systems behave the way they do, not how individual contributors should perform their roles.
Simplification as a Growth Strategy
In high-growth digital businesses, complexity accumulates quietly. Features are added, processes multiply, and internal dependencies increase. Over time, this complexity erodes speed and clarity.
Strategic leadership involves a willingness to simplify, even when complexity feels justified. Simplification is not about reducing ambition. It is about removing friction that prevents the organization from executing on what matters most.
Leaders who prioritize simplicity often revisit assumptions that once made sense but no longer serve the business. They question whether existing metrics reflect real value creation and whether internal structures still align with external realities.
This discipline requires restraint. Growth incentives often reward expansion rather than focus. Strategic leaders recognize that every addition has a cost, and that long-term performance depends on what the organization chooses not to do.
In practice, simplification improves decision quality, accelerates execution, and strengthens customer experience. It also frees leadership attention for higher-order strategic thinking.
Leadership as Capital Allocation
At scale, leadership becomes less about directing people and more about allocating resources. Time, capital, talent, and attention are finite. Strategic leaders treat these inputs with the same discipline that investors apply to financial capital.
This perspective reframes leadership decisions. Initiatives are evaluated not only on potential upside but on opportunity cost. Leaders ask whether an investment strengthens the organization’s core advantages or merely adds optionality without leverage.
Operational involvement supports this mindset by grounding capital allocation in reality. Leaders who understand how teams actually work can better assess where incremental resources will generate compounding returns.
Felix Romer has referenced this approach in discussing how staying close to execution improves long-term outcomes, particularly in data-driven and technology-focused businesses where small optimizations can scale disproportionately .
This reinforces a broader principle. Strategic leadership is not about maximizing activity. It is about maximizing impact per unit of effort.
Culture as an Outcome of Strategic Consistency
Culture is often treated as a soft variable, but in high-growth organizations, it is an outcome of consistent leadership behavior. What leaders reward, tolerate, and prioritize shapes how decisions are made throughout the organization.
Strategic leaders align culture with long-term objectives by modeling the behaviors they expect. They create environments where thoughtful risk-taking is encouraged, learning is valued, and accountability is clear.
Operational involvement plays a role here as well. When leadership engages with real challenges rather than abstract narratives, cultural signals become tangible. Teams learn what matters not through slogans, but through observed decisions.
Over time, this consistency compounds. Organizations develop internal judgment that allows them to navigate uncertainty without constant top-down direction.
Building for Endurance, Not Just Exit
In digital and technology-driven markets, success is often measured by valuation milestones or exits. While these outcomes matter, they are byproducts of deeper organizational strength.
Strategic leadership focuses on building companies that can endure. This means investing in scalable systems, resilient cultures, and decision frameworks that remain effective as the business evolves.
Leaders who adopt this mindset are less reactive to market noise. They understand that sustainable growth emerges from disciplined execution over long horizons, not from chasing every trend.
Conclusion
Sustainable growth in modern digital businesses is not accidental. It is the result of strategic leadership that combines long-term vision with operational fluency and disciplined decision-making.
As markets become more complex and competitive advantages more transient, leadership quality becomes the ultimate differentiator. Organizations led by individuals who think systemically, stay close to execution, and allocate resources with intention are better positioned to compound value over time.
In the end, strategic leadership is not about visibility or authority. It is about building the conditions under which smart decisions can scale, even when the leader is not in the room.
Business
OneMain Holdings, Inc. 2025 Q4 – Results – Earnings Call Presentation (NYSE:OMF) 2026-02-05
Seeking Alpha’s transcripts team is responsible for the development of all of our transcript-related projects. We currently publish thousands of quarterly earnings calls per quarter on our site and are continuing to grow and expand our coverage. The purpose of this profile is to allow us to share with our readers new transcript-related developments. Thanks, SA Transcripts Team
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