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Acadia Pharmaceuticals: Another Bite At The Alzheimer’s Apple (NASDAQ:ACAD)
Retired history instructor. Alzheimer’s disease researcher for the past two decades.My goal is to give investors solid advice based on the mechanisms of action of Alzheimer’s drugs. This advice is informed by a background in biology (conservation, ecology, evolution, environmental science, and biochemistry) and twenty years of a very in depth review of the research on Alzheimer’s disease. I have come to the conclusion that Alzheimer’s disease is caused by oxidation and nitration. Many treatments for Alzheimer’s disease address factors that can contribute to oxidation and nitration such as misfolded amyloid and tau proteins and neuroinflammation, but very few direct scavenge compounds (such as hydrogen peroxide and peroxynitrite) that cause oxidation and nitration nor do they reverse any of the damage already present. Thus, most treatments for Alzheimer’s disease only slow down the early progression of the disease for awhile. Certain natural products such as panax ginseng and various essential oils via aromatherapy inhibit oxidation and nitration, scavenge agents that cause oxidative and nitrostative stress, and reverse part of their damage. Such treatments have the potential to stabilize Alzheimer’s disease.
Analyst’s Disclosure: I/we have no stock, option or similar derivative position in any of the companies mentioned, and no plans to initiate any such positions within the next 72 hours. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.
Seeking Alpha’s Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.
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Gilde Healthcare holding B.V. sells $567k in Shoulder Innovations stock
CEO Michael Montagano and CMO James Field explain why they’re betting on Dog Haus and outline the California-based restaurant chain’s ambitious expansion strategy.
Several former Jersey Mike’s executives and franchisees are reuniting at Dog Haus, betting the lessons they learned helping build the submarine sandwich giant can turn the fast-casual restaurant chain into a national powerhouse.
Dog Haus recently named former Jersey Mike’s chief innovation officer James Field as chief marketing officer. He joins President and Chief Development Officer Chris Rigassio and Chief Operating Officer Garen Khodaverdian, both former Jersey Mike’s franchisees.
The reunion follows Blackstone’s January 2025 acquisition of a majority stake in Jersey Mike’s in a deal valued at roughly $8 billion, according to SEC filings.
Field told FOX Business that the group could have pursued separate opportunities following the sale, but saw a chance to stay together and help scale Dog Haus, which currently operates roughly 60 locations.
POPULAR BEER BRAND TO CUT 220 JOBS AS PRODUCTION SHIFTS
Dog Haus CEO Michael Montagano, left, and Chief Marketing Officer James Field discussed the fast-casual chain’s ambitious expansion plans with FOX Business. (FOX Business / Leonard Ortiz/Digital First Media/Orange County Register via Getty Images)
“We all could have gone off and done different things individually after the sale of Jersey Mike’s,” Field said. “… I think we just thought if we stay together, it’s a one plus one equals three scenarios.”
Field added: “When you’ve been in the trenches with people through that type of brand growth that you saw at Jersey Mike’s, you say, ‘My gosh, let’s run it back.’”
Dog Haus CEO Michael Montagano said the company is “laser focused” on growing from roughly 60 restaurants to 300, with a $1 billion valuation serving as its “North Star.”
“One major step in that success is building a team that is capable of executing to this level of scale,” Montagano told FOX Business.
He said Jersey Mike’s grew systematically while maintaining strong relationships with franchisees and delivering a consistent customer experience — a model Dog Haus hopes to follow as it enters new markets.
“Ultimately, that was done very responsibly and yielded a fantastic result,” Montagano said.
PIZZA HUT MAKES SURPRISING CHANGE TO ICONIC NAME AHEAD OF NFL SEASON
The Cowboy Haus Dog is pictured at Dog Haus in Clifton Park, N.Y. Dog Haus serves hot dogs, sausages, burgers, chicken and breakfast burritos. (Lori Van Buren/Albany Times Union via Getty Images, File)
Founded in Pasadena, California, in 2010, Dog Haus serves hot dogs, sausages, burgers, chicken and breakfast burritos. The chain opened its first permanent international restaurant in Mérida, Mexico, in June.
Field said Dog Haus’ founders, food and early investments in delivery and digital ordering helped convince the former Jersey Mike’s leaders that the brand was ready for a larger growth push.
“When you look at the assets that it has, it’s primed for success,” Field said. “… When you look at what Dog Haus has been through over the last 15 years — different economic cycles, different crazes and fads and trends in the industry — not only has it survived, but it’s thrived.”
| Ticker | Security | Last | Change | Change % |
|---|---|---|---|---|
| BX | BLACKSTONE INC. | 143.64 | +0.26 | +0.18% |
| JMKE | JERSEY MIKES SUBS INC | 23.53 | -0.33 | -1.38% |
The company is now building the infrastructure it believes it will need before accelerating expansion.
Dog Haus plans to divide the country into 15 regions overseen by area directors responsible for maintaining quality and guiding local growth. The company is also building its corporate infrastructure before accelerating expansion.
PIZZA HUT MAKES SURPRISING CHANGE TO ICONIC NAME AHEAD OF NFL SEASON
A sign is posted in front of a Jersey Mike’s shop in Petaluma, Calif. The moves followed Blackstone’s acquisition of Jersey Mike’s in a deal valued at around $8 billion. (Justin Sullivan/Getty Images)
“We’re thinking ahead and making sure that we have the right pieces in place in order to meet that demand that we’re already seeing at scale,” he said.
CLICK HERE TO GET FOX BUSINESS ON THE GO
Montagano said having executives who understand both the corporate and franchisee sides of the business gives Dog Haus an advantage as it pursues its expansion target.
“We believe that going 60 to 300 over the next few years is really a layup,” Montagano said. “It’s really about what we can do beyond that.”
Earnings call transcript: Australian Ethical posts strong FY 2026 growth, shares jump 13%
The number of unique mutual fund investors rose from 2.3 crore in March 2021 to 6.14 crore in March 2026, according to the AMFI-Crisil Intelligence report. Over the same period, SIP assets under management (AUM) more than tripled to ₹14.83 lakh crore from ₹4.5 lakh crore. SIPs now account for 20.1% of the mutual fund industry’s total AUM, up from 13.5% five years ago.
ET BureauInside the Mix Equity funds retain their dominance in SIP assets, accounting for 87% of total AUM; Hybrid and passive fund categories also draw good investment flows
Equity funds continue to dominate SIP investments, accounting for 87% of total SIP AUM, a share that has remained broadly stable over the past five years. Equity SIP AUM increased to ₹12.85 lakh crore from ₹3.46 lakh crore during this period.
Read more: Portfolios need better solutions to existing problems, not more products says Radhika Gupta
Other categories have also seen an increase. Hybrid SIP AUM rose to ₹1.11 lakh crore from ₹0.33 lakh crore, while passive SIP AUM increased to ₹0.46 lakh crore from just ₹0.03 lakh crore.
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Westgold Resources is looking at a 1.1 million tonne per annum expansion of its Meekatharra processing hub, at a cost of around $100 million.
MOVE FY26 slides: logistics firm returns to profit, enters growth phase
SEATTLE — Amazon has raised prices across its Echo smart speakers, Fire TV streaming devices, Kindle e-readers and eero mesh Wi-Fi systems by as much as 60 percent, citing sharp increases in the cost of memory and storage components.
The adjustments, which took effect quietly around Aug. 21 without a formal advance announcement, hit entry-level models hardest. The popular Echo Dot (5th generation) jumped from $49.99 to $79.99, a 60 percent increase. The base 16-gigabyte Kindle rose from $109.99 to $149.99, while the Fire TV Stick 4K Max climbed from $59.99 to $84.99.
An Amazon spokeswoman confirmed the changes in a statement, saying the consumer electronics industry is “facing significant increases in memory and storage component costs. After absorbing these increases for as long as we could, we recently adjusted pricing across our product lines.”
The price moves come as global demand for memory chips has intensified, driven largely by the rapid expansion of artificial intelligence systems that require large volumes of high-performance storage and RAM. Multiple tech companies have reported similar cost pressures this year, though Amazon’s decision to pass a substantial portion of those costs to consumers marks one of the more visible adjustments in its own device lineup.
Specific increases include the Echo Dot Max, which rose from $99.99 to $119.99; the Echo Spot, from $79.99 to $109.99; the Echo Show 8, from $179.99 to $199.99; the Echo Show 11, from $219.99 to $249.99; the Echo Show 15, from $299.99 to $349.99; and the Echo Show 21, from $399.99 to $499.99. On the e-reader side, the Kindle Paperwhite (16GB) increased from $159.99 to $199.99. Fire TV Stick HD models moved from $34.99 to $39.99. The eero 7 three-pack rose from $349.99 to $399.99, and the eero Pro 7 three-pack went from $699.99 to $799.99.
Amazon’s Ring cameras and video doorbells were not affected, nor was the higher-end Echo Studio, which remains priced at $219.99. The company has not indicated whether further adjustments are planned for other hardware categories such as Fire tablets.
The timing of the increases follows months of elevated component costs across the industry. Memory and storage shortages have been linked to strong purchasing by AI developers and data-center operators, which has constrained supply for consumer electronics makers. Amazon said it had absorbed the higher costs for an extended period before implementing the new pricing.
For consumers, the changes alter the value proposition of some of Amazon’s most accessible devices. The Echo Dot had long served as an inexpensive entry point into the Alexa ecosystem. At the new $79.99 price, it sits closer to mid-range competitors. The base Kindle, once positioned as an affordable dedicated reading device, now starts at nearly $150 for the 16GB model. Streaming sticks, frequently purchased as low-cost upgrades for televisions, also carry higher price tags, particularly the 4K Max version.
Retailers and analysts noted that Amazon continues to offer periodic discounts and promotions on many of these products, which can temporarily offset the new list prices. However, the elevated baseline means that even sale prices may sit above previous regular levels. Some international markets, including parts of Europe and the United Kingdom, have begun to reflect similar or related adjustments on Fire TV devices, though full global alignment has not been confirmed for every product.
Amazon’s device business has historically operated with relatively thin hardware margins, relying in part on the broader ecosystem of services, subscriptions and content sales. The decision to raise prices suggests that the component cost pressure has reached a level the company can no longer fully offset through other efficiencies or volume.
The increases arrive at a moment when household budgets remain sensitive to inflation in consumer electronics. Smart speakers, e-readers and streaming devices have become common household items, and price changes of this magnitude can influence purchasing decisions, particularly for gift-giving seasons and back-to-school periods that often drive volume in these categories.
Industry observers have pointed to similar moves by other manufacturers facing the same memory market conditions. While Amazon is among the more prominent examples because of the scale of its first-party lineup, the underlying supply dynamics affect a wide range of products that rely on DRAM and NAND flash memory.
Amazon has not provided a timeline for how long the elevated prices may remain in effect or whether further changes are under consideration if component costs continue to rise. The company continues to sell the affected devices through its website and retail partners at the new levels, with availability remaining consistent with pre-increase inventory patterns.
Shoppers considering purchases of Echo speakers, Kindles or Fire TV devices may want to compare current promotional pricing against the new list prices, as temporary discounts can still reduce the effective cost. For those already owning older models, the price changes primarily affect new acquisitions rather than existing devices in use.
The adjustments underscore the continued ripple effects of the AI-driven demand for computing components into everyday consumer technology. As memory costs remain elevated, additional manufacturers may face similar decisions about how much of the increase to absorb and how much to pass along to buyers. Amazon’s move provides one of the clearest recent illustrations of that pressure reaching the retail price of widely used household electronics.
David Ellison — the founder of a film production company and son of billionaire Larry Ellison — has been at the helm of Paramount Skydance for just over a year. He’s been fighting to acquire Warner Bros. Discovery for nearly as long.
The latest roadblock in his path, a group of state attorneys general seeking to stop the deal, may be his toughest yet. The antitrust hurdle and related delay have left the CEO hunting for avenues to get the deal done.
The delay in closing Paramount’s acquisition of WBD could add hefty costs on top of the $110 billion proposed price tag at a time when media companies across the landscape are under intense pressure.
Yet, with a trial in the antitrust case set for March, Ellison has never felt more confident that the deal not only makes sense, but will get completed, according to a person familiar with his thinking, who asked to remain unnamed to speak candidly.
“The company believes strongly in this,” Paramount’s lead trial attorney Jeffrey Kessler said on CNBC in July, adding the company was prepared to bring the matter to the Supreme Court if necessary.
Still, Ellison appears to be making little ground with California Attorney General Rob Bonta, who is leading the states’ charge in court. Both sides have said they are eager to make amends outside of the courtroom.
“I think the whole issue there is, will the state AGs be interested in settling, and I’m not quite sure there’s any real incentive for them to settle given the fact the California home constituency here is overwhelmingly against the transaction,” said Tom Rogers, a media veteran who’s currently senior advisor to Versant Media Group and executive chairman of AI film and TV production company Fountain 0.
A Paramount spokesperson declined to comment for this article.
The final threat
Ellison’s pursuit of WBD began last September with three unsolicited bids to take over the storied entertainment company, which includes the legendary film studio, a portfolio of pay TV networks and the HBO Max streaming business.
Ellison’s interest ultimately spurred a formal sale process that superseded a plan by WBD to split in two. When Warner Bros. Discovery crowned Netflix the bidding war winner, Ellison went hostile and promised WBD shareholders a premium.
In February, Netflix abandoned its pending transaction and Paramount entered into an agreement to buy the entirety of WBD. The deal has won approval from all global regulators, including the Antitrust Division of the U.S. Department of Justice.
That leaves Bonta and the other 11 suing states as the final threat to Ellison’s long-sought-after acquisition.
Bonta has said his aim is in part to take up the baton where he feels President Donald Trump’s administration has fallen short on regulation. He has said Trump has gotten “involved improperly” in other merger situations.
Meanwhile, the Ellison family’s ties to Trump have drawn criticism. Larry Ellison is a longtime supporter of Trump, and the president has said publicly he’d like to see Warner Bros. Discovery’s CNN land in Paramount’s hands.
When speculation began in the spring that a group of states would seek to challenge the merger — putting particular focus on two segments of the combination: their extensive portfolios of pay TV networks and powerhouse film studios — Ellison’s Paramount immediately began its outreach to Bonta’s office, according to the person familiar with the matter. By mid-May the company had sent a list of potential concessions to Bonta, added the person.
Following a preliminary injunction granted by the California district court, which paused any movement on the deal for 14 days, Paramount said it was willing to officially delay the deal and move to a trial to fight its case for the merger.
However, the March trial date was later than company executives had hoped for, according to two people familiar with the matter.
In the ensuing weeks, Paramount went on the offensive.
Paramount’s playbook
Shortly after the lawsuit hit in mid-July, Ellison took his argument for the deal public, writing a New York Times op-ed. That piece followed others from industry leaders arguing both for and against the merger, expanding the debate beyond legal filings.
Ellison has also sought to win over Hollywood exhibitors with contracts guaranteeing that a combined Paramount-WBD would release a a minimum 30 films a year with 45-day theatrical windows for a period of at least three years, according to a person familiar with the contracts, who spoke on the condition of anonymity because they were not authorized to speak publicly.
And, reports surfaced that Paramount was considering relocating its studio and headquarters outside of California in response to Bonta’s challenge. One of the people familiar with the matter told CNBC a move to Tennessee was on the table.
That suggestion largely backfired, with Bonta calling the threat to relocate “blackmail.”
Last Thursday, the California AG said in a CNBC interview that he would be willing to hold talks outside of the courtroom, but that a settlement would require “robust structural remedies.”
The following day a meeting was held at Bonta’s office, according to a statement from the government official’s spokesperson. While another meeting was slated for Monday, media reports of the meeting and what an eventual settlement could entrail — such as divesting some pay TV networks — led Bonta to call off the discussions, his office said.
On Monday, a Bonta spokesperson alleged that Paramount was behind the “leak” of the parties’ discussions, which it further said were misrepresented, and said it demonstrated a “lack of good faith.”
“As soon as Paramount stops playing games and engages sincerely, my office is happy to meet again,” Bonta said.
Paramount responded later Monday denying it was the source of the leak.
“We remain hopeful and stand ready to continue good faith discussions to resolve the Attorneys General suit and move forward with our plans for increased competition and increased output to the benefit of the talent and entertainment workers,” the company said in a statement.
Coming to the negotiating table
While the contents of Paramount’s list of concessions — as sent to Bonta’s office back in May — remain unclear, they appear to be in contrast to what Bonta and his peers have raised red flags about.
″[Paramount] wanted to talk about everything except for what this case is about. They want to talk about the streaming market, which we don’t allege in our complaint. They want to talk about CNN, which is not a focus of our complaint. They want to talk about the foreign regulators. We want to talk about the three markets that we set forth in our complaint, where we think there’s antitrust violation,” Bonta said in an interview with David Faber on CNBC last week.
Paramount has declined to discuss what possible remedies it set forth, with the exception of the commitments it’s made to the film industry.
In a July interview on CNBC, Paramount attorney Kessler said the company had been willing to put in writing that it would commit to 30 films per year, legitimatizing an earlier promise made by Ellison that struck some as unrealistic given Hollywood track records.
If Paramount were to fall short of that promise, it’d be opening itself up to litigation, Kessler said. That commitment became the underpinning for Paramount’s offer to sign contracts with Hollywood exhibitors, at least one of which took the offer, according to the person familiar.
In recent days, the Wall Street Journal reported the state AGs were seeking a divestiture of some of the pay TV networks included in the merger. The combination of Paramount and WBD would create the biggest portfolio of networks in the industry, and the states have argued that no matter the state of the business, that scale creates outsized power.
“Whether the market is shrinking or growing is really irrelevant,” Bonta said on CNBC last week, adding a combined Paramount-WBD would create a “presumptively illegal market concentration” in film and TV.
But the ongoing industry challenges — particularly for these two companies — has been the basis for Ellison’s push to merge. And it may be a better argument than Bonta would admit.
Better together
Industry analysts, experts and insiders have consistently poked holes in the states’ argument that the combination of TV networks would create antitrust issues.
“The merger does create a larger competitor, but size alone is not evidence of market position. Neither company has possessed the scale necessary to compete effectively against much larger global streaming platforms and well-funded technology companies,” Bernstein analysts said in a recent note.
Media companies’ most recent earnings reports — including those from WBD and Paramount — once again put on display the ongoing losses for pay TV advertising and distribution revenue streams.
Paramount’s chosen remedy is scale.
Both companies’ portfolios are made up of dozens of TV networks, with Paramount’s offering including channels like Nickelodeon, MTV and BET, and WBD owning channels like TNT, CNN, TBS and the Discovery Channel. Paramount also owns the broadcast network CBS.
“The economics of Pay-TV are being dictated by consumer behavior rather than consolidation. The merger may change the scale of a participant, but it does not change the direction of the industry’s secular trajectory,” the Bernstein analysts said.
It’s a similar story in streaming and films, where Paramount would similarly combined the two companies portfolios.
Ellison has said upon completion of the merger, Paramount+ and HBO Max would become one service. And the combined entity would encompass two major film studios. And yet neither company is dominating in either category.
“The states also argue that the combined company would control approximately 27% of US theatrical releases and roughly 30% of blockbuster film distribution. Those figures are certainly meaningful, but they fall well short of establishing a dominant market position. More importantly, theatrical market share is dependent on annual content slates,” the Bernstein analysts wrote.
Pay TV profits
Executives at the company believe the rate of pay TV decline is beginning to stabilize.
“The rate of decline of subscribers is starting to ebb, meaning we’re not quite there yet, but an ascent to where we’re going to steadily see a base of subscribers, I would say, probably in the mid-30 million range in the country,” said Andy Gordon, chief strategy officer and chief operating officer at Paramount, in a recent interview.
Still, a recent report from S&P Global Ratings notes that while the rate of cord cutting has improved in the U.S., it doesn’t see much improvement to leverage for these companies over the next couple of years, meaning media companies won’t have as much power in distribution discussions with pay TV operators.
And in general, despite subscriber losses, these channels are still profitable and often used to fund other parts of media businesses, such as building out streaming services or paying down heavy debt loads.
Since Warner Bros. and Discovery combined in 2022, the company has been aggressively repaying the debt that largely stemmed from that merger.
If Paramount’s acquisition of WBD were to close, the combined company would have nearly $80 billion in debt.
Delays past Sept. 30 would only increase the amount of expenses on Paramount’s plate as the company becomes responsible for a “ticking fee” due to WBD shareholders. Paramount has requested that the court force the suing states to post a bond of $1.88 billion to cover the fees and costs associated with the delay.
— CNBC’s Sarah Whitten contributed to this report.
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