How Shelton Powell Turned an Idea Into a Scalable eCommerce Model

Shelton Powell did not enter eCommerce chasing trends. He entered it trying to solve a problem he kept seeing.

Too many people wanted to build online businesses. Few had the structure to do it well.

That gap became the starting point for Cart Capital.

“The company was built to solve a real problem,” Powell says. “Most people fail in eCommerce not because the model doesn’t work, but because they try to build alone.”

What followed was not a quick rise. It was a process shaped by trial, setbacks, and gradual improvement.

Early Career Lessons in eCommerce Operations

Powell’s background as an eCommerce operator goes back to 2017. Like many early builders, he learned by doing.

The first phase was not smooth.

There were issues with payment processing. Systems broke. Operations slowed down.

These were not small problems. They affected how fast the business could grow.

But Powell did not treat them as temporary setbacks. He treated them as signals.

“Success comes down to how good you are at solving problems,” he says. “We had to get better at it.”

That mindset pushed him to move beyond surface-level fixes. Instead, he focused on building stronger systems behind the business.

What Cart Capital Does in the eCommerce Industry

Cart Capital was built around one core idea. Most people should not have to build everything alone.

The company manages the full operational side of eCommerce brands. This includes product research, store development, supplier relationships, marketing, fulfillment, and retention.

“We own and operate the infrastructure behind eCommerce brands,” Powell explains.

Instead of offering isolated services, the company runs the entire system.

This approach helped Cart Capital scale. Today, the company has managed over 150 eCommerce brands and contributed to more than $50 million in revenue.

Still, Powell does not frame that as the end goal.

“Hitting the target outcome we set at the start is one thing,” he says. “Success is delivery plus improvement.”

Why Not Every Partner Is the Right Fit

One of the biggest turning points in Powell’s career came from a hard lesson.

Not every partnership works.

“Early on we learned that the wrong person in an engagement can be more detrimental than no engagement at all,” he says.

That realization changed how Cart Capital operates.

The company introduced a more structured onboarding process. It began filtering for mindset, readiness, and alignment.

“We don’t let just anyone in,” Powell says. “It takes the right person on the other end to build something successful together.”

This shift improved consistency. It also allowed the company to focus more deeply on each engagement.

The Role of Data and Feedback in Business Growth

As the company grew, Powell leaned heavily into measurement.

He believes that growth should be tracked clearly and consistently.

“Everything gets measured,” he says. “If it isn’t tracked, it doesn’t exist.”

Revenue, campaign performance, and operational benchmarks are reviewed regularly. But Powell does not rely on numbers alone.

“The numbers tell you what happened,” he explains. “The feedback tells you if it mattered.”

This combination of data and real-world input helps guide decisions. It also keeps the business focused on outcomes that go beyond short-term gains.

Adapting in a Fast-Moving Industry

ECommerce changes quickly. What works one year may not work the next.

For Powell, staying relevant comes down to adaptability.

“Problem solving and open-mindedness are not optional,” he says. “It’s the job.”

This mindset has shaped how Cart Capital approaches strategy. The team tests new ideas, adjusts campaigns, and looks for ways to improve systems over time.

At the same time, Powell emphasizes discipline.

“We promote execution over promises and long-term brand building over quick wins,” he says.

This balance between flexibility and structure has become a defining part of the company’s approach.

The Personal Drive Behind the Business

Behind the systems and strategy, Powell’s motivation is personal.

He often reflects on his father’s influence.

“My father was a Jamaican immigrant who built a life from nothing,” he says. “When he passed, I made a decision. He didn’t make those sacrifices for me to amount to nothing.”

That perspective shapes how he responds to challenges.

“When your back is against the wall, quitting isn’t a real option,” Powell says. “You ask yourself what you still have left to work with and you get back to work.”

Faith and purpose also play a role in how he stays grounded.

“I pray for strength, clarity, and confidence to keep moving,” he adds.

How Shelton Powell Defines Long-Term Success

As Cart Capital has grown, Powell’s view of success has evolved.

In the early stages, growth and performance metrics were the main focus. Over time, the definition became broader.

“At a certain point, money stops being the main motivator,” he says. “What drives me now is the depth of the system I’m building and the impact it can create.”

That shift reflects a larger theme in his career.

The goal is not just to build businesses. It is to build systems that can sustain them.

A Career Built on Execution and Improvement

Shelton Powell’s path in eCommerce is not defined by one breakthrough moment. It is defined by consistent refinement.

He identified a gap. He built around it. He improved through experience.

Cart Capital is a result of that process.

It represents a structured approach to an industry often driven by speed and change.

And for Powell, the work continues.

Because in his view, success is not static. It is something that evolves with every system built and every problem solved.

In Thailand, a seemingly low unemployment rate conceals underlying structural problems, including a shrinking workforce and difficulties faced by young workers. Comprehensive and urgent reforms are essential to ensure long-term stability.

Key Points

• Unemployment at record low: Thailand’s unemployment rate fell to 0.81% in late 2025, the lowest in 11 years. However, this masks deeper structural weaknesses.
• Labor force shrinkage: The decline is driven by more people leaving the workforce (30.2 million in 2025, up 2.23% since 2020), especially retirees, caregivers, and those opting out for personal reasons.
• Dependency ratio rising: With an aging population, the burden on working-age Thais is increasing. By 2024, 100 workers supported ~59 dependents (children + elderly).
• Youth employment challenges: Jobs for workers aged 15–24 contracted by 3.4% YoY in 2025. Full-time and overtime opportunities fell sharply, pushing many graduates into informal work (freelancing, delivery, online sales).
• High informal sector share: Over 52% of workers remain in informal jobs, lacking income stability, benefits, and legal protections.
• External pressures: Global trade tensions and Middle East conflicts raise production and transport costs, squeezing Thai businesses. Around 2.6 million workers (6.5%) are at high risk of reduced hours or layoffs in vulnerable industries (agriculture, construction materials, chemicals, plastics)

As we celebrate low unemployment rates globally, we must recognize the complexities within the labor market. Thailand’s unemployment decreased to 0.81% by the end of 2025, a rate that appears to showcase economic strength. However, the truth is different—Thailand’s economic growth is slowing, and household incomes have dropped, raising concerns about the labor market’s genuine stability.

SCB EIC identifies three critical structural vulnerabilities in Thailand’s labor market: a declining labor force, challenges for new graduates entering the workforce, and external factors negatively impacting employment. Consequently, the number of people outside the labor force has risen, indicating a troubling trend where unemployment figures may not accurately reflect worker experiences.

Looking ahead, Thailand must address these structural issues, including skill enhancement, support for an aging society, and improving job access for younger workers. Without urgent action, the labor market may face growing challenges that lead to long-term crises rather than temporary illusions of stability.

Source link

Other People are Reading

A California-based ice cream company is recalling dozens of products over missing ingredient labels that could put people with food allergies at risk.

Silver Moon LP, operating as Loard’s Ice Cream, is voluntarily recalling all retail-sized products because they may contain undeclared allergens, including milk, eggs, wheat, tree nuts, peanuts and soy, according to an April 16 notice from the Food and Drug Administration (FDA).

The FDA warned that anyone with allergies or sensitivities to those ingredients could face a “serious or life-threatening allergic reaction” if they consume the products.

GENERAC RECALLS PORTABLE GENERATORS SOLD AT COSTCO OVER FIRE RISK

A California-based ice cream company is recalling dozens of products over missing ingredient labels that could put people with food allergies at risk. (U.S. Food and Drug Administration)

The affected ice cream products were sold in 32-ounce paper containers and 56-ounce plastic cups at Loard’s Ice Cream parlors across Northern California, where they were available in storefront freezers.

The recall covers a wide range of flavors, including chocolate, vanilla, strawberry, pistachio, peanut butter fudge, mango, horchata, coffee, eggnog, cookies and cream, black raspberry, blueberry cheesecake, chocolate mint, butterscotch and banana.

MACY’S RECALLS POPULAR KITCHEN ITEM OVER BURN RISK

The affected ice cream products were sold in 32-ounce paper containers and 56-ounce plastic cups at Loard’s Ice Cream parlors across Northern California, where they were available in storefront freezers. (U.S. Food and Drug Administration)

The issue was discovered during an FDA inspection. No illnesses have been reported so far.

“Consumers who have purchased these products are urged to return it to the place of purchase for a full refund or replacement with updated packaging,” the FDA said.

CANTALOUPES RECALLED NATIONWIDE OVER SALMONELLA FEARS — WHAT SHOPPERS NEED TO KNOW

The recall covers a wide range of flavors, including chocolate, vanilla, strawberry, pistachio, peanut butter fudge, mango, horchata, coffee, eggnog, cookies and cream, black raspberry, blueberry cheesecake, chocolate mint, butterscotch and banana. (U.S. Food and Drug Administration)

A full list of affected products is available on the FDA’s website.

GET FOX BUSINESS ON THE GO BY CLICKING HERE

FOX Business reached out to Silver Moon LP for comment.

The London boroughs of Newham and Brent are frequently cited in discussions about urban change, migration, and public safety.

Both areas reflect broader trends shaping the capital: diverse populations, shifting economic conditions, and evolving crime patterns. This article provides a factual overview of these boroughs, examining demographics, education, migration, crime, and practical considerations for visitors.

Demographics: Diversity at Scale

Newham is widely recognised as one of the most diverse local authorities in the United Kingdom. Census-based estimates indicate that no single ethnic group forms a majority. White British residents account for a relatively small proportion (around 13%), while significant communities include Muslim South Asian, Black African, and other minority groups.

This diversity is also reflected in religious composition, with Christianity, Islam, Hinduism, and Sikhism all represented in notable numbers. The borough’s relatively young median age (just over 32) points to a population shaped by working-age families and migrants.

Brent, similarly, is among London’s most multicultural boroughs. While detailed figures vary by dataset, it is consistently ranked alongside Newham as having a highly mixed population, with strong South Asian and African-Caribbean communities. Both boroughs illustrate London’s role as a global city attracting people from a wide range of backgrounds.

Education and Literacy

Educational attainment in both boroughs reflects a mixed picture. London as a whole has seen significant improvements in school performance over the past two decades, with inner-city boroughs including Newham showing notable gains in exam results and school standards.

However, challenges remain. Areas with higher levels of deprivation and linguistic diversity often face additional barriers, including English as an additional language and uneven access to resources. Academic research highlights persistent inequalities in student achievement across London, shaped by socio-economic background, ethnicity, and access to support systems.

Adult literacy and qualifications also vary within both boroughs. While many residents hold degrees or vocational qualifications, there remains a segment of the population with lower levels of formal education, reflecting historical patterns of migration and labour market participation.

Migration Patterns: A Constant Flow

Migration is central to understanding both Newham and Brent. Newham, in particular, is characterised by high levels of population churn, with frequent inflows of residents from different asylum-seeking countries. According to the Office for National Statistics, the borough experiences high migration flows and densely populated residential patterns, complicating population measurement.

These movements include international migration as well as domestic relocation within the UK. Economic opportunities, housing availability, and established community networks all play a role in shaping these patterns.

Brent shares similar characteristics, acting as both a point of arrival and a stepping stone for migrants moving within London. Over time, such mobility contributes to dynamic local economies but can also place pressure on housing, schools, and public services.

Crime Rates and Trends

Crime remains a key concern in both boroughs, though patterns differ somewhat between them and require careful interpretation in context. In Newham, the overall crime rate has been estimated at around 99 offences per 1,000 residents in recent years, placing it above the London average. Within this, violence and sexual offences (including an asylum seeker from Gaza arrested for paedophilia)  represent the largest category, followed by theft-related crimes such as robbery and vehicle offences. The data also suggests a gradual upward movement in overall recorded crime, with modest year-on-year increases reflecting broader metropolitan trends.

Brent presents a slightly lower overall rate—closer to 85 offences per 1,000 people—yet still sits above the national average for England. As in Newham, violent crime forms a substantial share of recorded incidents, with periodic increases in drug-related and public order offences. While fluctuations occur from month to month, the broader trajectory has been one of relative stability with intermittent spikes, rather than sustained surges.

Taken together, these figures place both boroughs within the higher range for crime levels in London, though not unusually so for densely populated urban areas. Much like other inner-city districts, crime is unevenly distributed, with certain neighbourhoods and offence types accounting for a disproportionate share of incidents. In recent years, theft and robbery—particularly those linked to mobile phones and personal property—have risen more noticeably, aligning with trends seen across the capital. At the same time, other categories have remained comparatively stable, underscoring the complexity behind headline statistics.

Visiting Newham and Brent: Practical Guidance

Both boroughs are well-connected and accessible via London’s extensive public transport network. Newham is served by the Docklands Light Railway, Jubilee Line, and Elizabeth Line, while Brent benefits from multiple Underground and rail connections.

Visitors are generally advised to approach these areas as they would any major urban environment, maintaining awareness of their surroundings, particularly in busy transport hubs, and exercising caution with personal belongings. Remaining in well-lit areas after dark and using licensed taxis or reputable transport services can further reduce risk.

Despite higher-than-average crime rates, the vast majority of visits to both boroughs pass without incident. Newham, in particular, is home to major attractions such as the Queen Elizabeth Olympic Park, which continues to attract large numbers of visitors each year.

Crime Prevention and Safety Initiatives

Local authorities and policing bodies have introduced a range of measures aimed at improving safety across both boroughs. These include expanded CCTV coverage, targeted policing in identified hotspots, and closer cooperation between councils, police, and community organisations.

There has also been a growing emphasis on preventative approaches, particularly in addressing youth violence and repeat offending. Programmes focusing on education, employment pathways, and community engagement are intended to tackle underlying causes rather than relying solely on enforcement.

While outcomes vary, there is evidence that such combined strategies have contributed to stabilisation in certain categories of crime, even as others—particularly theft-related offences—have proven more resistant to reduction. The overall picture is therefore one of gradual adaptation rather than rapid transformation.

Are Newham and Brent in London Safe To Visit?

Newham and Brent offer a snapshot of contemporary London: diverse, dynamic, and complex. Their populations reflect decades of migration and demographic change, while their challenges—particularly in relation to crime and inequality—mirror those faced by major cities worldwide.

Understanding these boroughs requires a balanced view. Crime statistics and social pressures are part of the picture, but so too are economic activity, cultural vibrancy, and ongoing efforts to improve public safety. For residents and visitors alike, these areas remain integral to the fabric of the capital.

RX Pros is part of a new wave of companies reshaping how people access healthcare. Based in Sheridan, Wyoming, the company has built its model around one simple idea: make the process faster and easier.

Rather than acting as a medical provider, RX Pros operates as a marketplace. It connects patients with licensed healthcare professionals and third-party pharmacies. This structure allows the company to focus on improving access instead of delivering care directly.

The platform gained traction by focusing on medical weight loss. In particular, it centres on GLP-1 treatments such as compounded semaglutide and tirzepatide. These options have become more visible as demand for weight loss support has grown.

From the beginning, the company leaned into a fully online system. Patients complete a health questionnaire. A licensed provider reviews the case. If approved, the prescription is issued and fulfilled by a pharmacy. No in-person visit is required.

This approach reflects a broader shift in healthcare. More people now expect digital access, shorter wait times, and clearer pricing. RX Pros fits into that trend by offering a cash-pay model with no insurance barrier.

Over time, the company has positioned itself as a connector within the system. It does not replace doctors or pharmacies. Instead, it brings them together in a more efficient way.

In a complex industry, RX Pros has focused on simplifying the path from question to treatment.

Inside RX Pros: A Q&A on Telehealth and Access

Q: How did RX Pros get started?

A: The idea came from watching how slow and complicated healthcare access can be. “People were waiting weeks just to get basic treatment,” the team explains. “We saw an opportunity to remove that delay.”

Instead of building clinics, the company focused on the process itself. The goal was to make access faster without changing the role of doctors or pharmacies.

Q: What makes your model different from traditional healthcare providers?

A: The key difference is structure. “We’re not the care provider,” they say. “We act as the middle layer.”

RX Pros connects patients, licensed providers, and pharmacies. This allows each part of the system to focus on its role while the platform handles coordination.

“It’s about making the system work better, not replacing it,” they add.

Q: Why focus so heavily on weight loss treatments?

A: Demand played a big role. “We saw a sharp increase in interest around GLP-1 medications,” they explain.

Many patients struggled to access or afford brand-name options. Compounded alternatives offered another path. That is where the company decided to focus its efforts.

“It’s an area where access really matters,” they say.

Q: Can you walk us through how the platform works?

A: The process is designed to be simple.

First, patients complete an online questionnaire. This replaces the initial visit. A licensed provider then reviews the case remotely.

“If it’s appropriate, a prescription is issued,” they explain. “From there, the pharmacy handles fulfilment and shipping.”

Depending on regulations, communication may happen through messaging, audio, or video.

Q: Why did you choose a fully online model?

A: Convenience and speed were the main drivers. “People don’t always have time for traditional appointments,” they say.

The online model removes scheduling issues and travel time. It also offers a level of privacy that some patients prefer.

“We built it for real life,” they add.

Q: How does the business model work?

A: RX Pros operates on a cash-pay system. Revenue comes from consultation fees and programme subscriptions.

“There’s no insurance layer slowing things down,” they explain.

This structure also allows the company to offer clearer pricing and faster service.

Q: What challenges have you seen in the telehealth space?

A: One challenge is managing expectations. “People want instant results,” they say. “But healthcare still requires proper review and approval.”

Another challenge is regulation, which can vary by state. This affects how consultations are delivered.

“We have to adapt constantly,” they note.

Q: Where do you see telehealth heading next?

A: The team believes growth will continue. “Digital access is not going away,” they say.

More patients are becoming comfortable with remote care. At the same time, demand for convenience is increasing.

“The system will keep moving towards faster and simpler access,” they add.

Q: What role does RX Pros play in that future?

A: The company sees itself as an enabler. “We connect the pieces,” they explain.

Rather than expanding into direct care, the focus remains on improving the process.

“Our job is to make access easier,” they say. “That’s where we create value.”

HIG Capital has completed a succession process that puts three career insiders in charge of the $74 billion alternative asset manager, with Brian Schwartz moving from co-president to chief executive officer and Doug Berman stepping up to co-president alongside the incumbent Rick Rosen.

Co-founders Sami Mnaymneh and Tony Tamer, who built HIG Capital together starting in 1993, both shift to the executive chairman title and retain investment committee seats across all fund strategies. Mnaymneh had served as chief executive since the firm’s founding.

Schwartz’s tenure at the firm is unusually long even by private equity standards. He arrived in 1994 — one year after the founders — and rose through roles spanning investment oversight, fund management, and firmwide operations before becoming co-president. For the past six years in that position, he held investment committee seats for every fund strategy HIG Capital runs: equity, credit, real estate, and infrastructure.

HIG Capital’s Multi-Strategy Platform at the Time of Transition

The firm Schwartz now leads is considerably larger and more complex than the one he joined. HIG Capital runs strategies across middle-market buyout equity, direct lending through WhiteHorse Finance (its publicly traded business development company), real estate, infrastructure, and special situations credit. Capital under management stands at $74 billion, the portfolio holds more than 100 active companies generating combined revenues above $53 billion, and the firm has completed more than 3,500 transactions since inception.

Mnaymneh pointed to that scale as part of the rationale for the change. “The firm has reached a scale and depth of leadership where this transition is both natural and strategically important,” he said. “Brian has been instrumental to our success and a key driver of the firm’s growth. I look forward to working with him as the firm builds on its strong foundation.”

Berman’s promotion rounds out what amounts to a full refresh of the executive layer. He has spent nearly 30 years at HIG Capital, most recently running its U.S. private equity franchise, and sits on the executive committee. He will now work alongside Rosen on firmwide investment and operational priorities.

Succession Structure Keeps Founders Close to Capital Decisions

Few details of the new structure suggest a clean break from the founding era. Mnaymneh and Tamer retain investment committee membership — which at most private equity firms is where real authority over deployment decisions sits. Day-to-day management passes to Schwartz, but the founders keep direct influence over which deals get done.

“I am deeply grateful to Sami and Tony for building a firm defined by disciplined investing, operational focus, and a strong culture,” Schwartz said. “With our differentiated platform and experienced team, we are well positioned to capitalize on opportunities and continue delivering strong outcomes for our investors.”

Berman framed his own mandate in concrete terms: “My priority is to ensure we stay disciplined in how we invest, stay close to our portfolio companies, and continue to execute at a high level across the firm. I look forward to partnering with Brian and Rick as we continue to execute on the opportunities we see in our markets.”

HIG Capital is headquartered in Miami and holds offices across the U.S. and in affiliate locations throughout Europe, Latin America, the Middle East, and Asia.

Meta has informed its staff it will let go of roughly 8,000 employees — approximately 10% of its workforce — as it looks to bolster its presence in the artificial intelligence space. 

The employees were told about the sweeping cuts in a memo as the company prepares to make heavy investments in AI. The layoffs are expected to begin May 20.

“I know this is unwelcome news and confirming this puts everyone in an uneasy state, but we feel this is the best path forward, given the circumstances,” Chief People Officer Janelle Gale wrote in the memo obtained by Bloomberg News.

META’S BAY AREA LAYOFFS AFFECT ROUGHLY 200 WORKERS AS COMPANY POURS BILLIONS INTO AI INFRASTRUCTURE

Mark Zuckerberg, CEO of Meta Platforms Inc., appears during the Meta Connect event in Menlo Park, Calif. (David Paul Morris/Bloomberg via Getty Images / Getty Images)

A Meta spokesperson declined to comment on the job cuts but confirmed the memo and its contents with FOX Business. 

Other tech companies are making staff reductions amid a boom in AI spending. On Thursday, Microsoft Corp. offered voluntary retirement to around 8,750 employees, or 7% of its U.S. workforce, according to Bloomberg.

In her memo, Gale wrote that the layoffs are “part of our continued effort to run the company more efficiently and to allow us to offset the other investments we’re making.”

META VOWS APPEAL OF ‘LANDMARK’ SOCIAL MEDIA VERDICTS, WARNS OF FREE SPEECH EROSION

Meta will lay off around 8,000 workers, the company said in a memo to employees.  (Arda Kucukkaya/Anadolu via Getty Images / Getty Images)

“This is not an easy tradeoff, and it will mean letting go of people who have made meaningful contributions to Meta during their time here,” she said.

Laid-off employees will receive a generous severance package and career support services to help find other jobs and immigration support for those who need it.

Meta is weighing significant workforce reductions as the tech giant ramps up spending on AI infrastructure. (Getty Images / Getty Images)

GET FOX BUSINESS ON THE GO BY CLICKING HERE

The company previously laid off 11,000 workers in November 2022 — about 13% of its workforce — and cut another 10,000 jobs months later. Meta employed nearly 79,000 people as of Dec. 31, according to its latest filing.

MOUNTAIN VIEW, Calif. — Alphabet Inc. Class C shares (NASDAQ: GOOG) ticked up modestly Thursday, trading around $338.38 after gaining about 0.19% early in the session, as investors digested fresh artificial intelligence product announcements and positioned for the tech giant’s highly anticipated first-quarter earnings next week.

The stock has climbed more than 12% in the past month and roughly 120% over the trailing year, reflecting renewed confidence in Google’s AI strategy despite elevated capital spending plans for 2026. Volume remained solid but below recent peaks as the market awaited the April 29 report.

Alphabet’s Google Cloud division stole the spotlight this week at the annual Cloud Next conference in Las Vegas, where the company unveiled its latest Tensor Processing Unit (TPU) inference chips aimed at challenging Nvidia’s dominance in running trained AI models more efficiently and cost-effectively. The new hardware, alongside AI agent advancements and the rebranding of Vertex AI under the Gemini Enterprise banner, underscored Alphabet’s aggressive push into enterprise AI monetization.

Shares rose as much as 2.1% in recent sessions following the announcements, with analysts highlighting potential margin benefits from custom silicon and accelerated adoption of AI-powered tools. Google also detailed new governance, security features for autonomous AI agents, and upcoming coding enhancements set for May release.

Wall Street has grown increasingly bullish. BMO Capital Markets lifted its price target to $410 from $400 while maintaining an Outperform rating. Other firms including KeyBanc, UBS, DBS Bank and Stifel have raised targets in recent weeks, pushing the consensus toward $370 with a Strong Buy lean.

Heading into earnings, analysts expect Alphabet to report revenue around $106.9 billion, up roughly 18-19% year-over-year, with adjusted earnings per share near $2.62 to $2.68. The modest expected EPS decline from last year stems from higher depreciation tied to massive AI infrastructure investments.

Google Cloud remains a key growth engine. The segment posted 48% year-over-year revenue growth in the prior quarter to $17.7 billion, outpacing many hyperscale competitors. Remaining performance obligations have swelled, signaling strong contracted demand for AI and cloud services.

Search and advertising, still the profit powerhouse, continue benefiting from AI Overviews and deeper user engagement. YouTube and subscriptions also deliver steady gains. Management, led by CEO Sundar Pichai, has emphasized that AI investments are already driving measurable returns across the portfolio.

The company’s 2026 capital expenditure guidance of $175 billion to $185 billion — nearly double prior levels — continues to weigh on near-term margins but is viewed by bulls as necessary table stakes for AI leadership. Analysts expect heavy spending on data centers, networking and custom chips to pay off as cloud margins expand over time.

Alphabet completed its acquisition of cybersecurity firm Wiz in March, bolstering Google Cloud’s security offerings at a time when enterprise customers demand robust AI governance. The deal fits into a broader strategy of inorganic growth to complement organic AI innovation.

Financially, Alphabet remains fortress-like. Trailing annual revenue surpassed $400 billion for the first time in 2025, with strong free cash flow supporting dividends, buybacks and R&D. The company’s Class C shares trade at a forward P/E that some view as reasonable given growth prospects, though concerns linger around regulatory risks and competition.

Antitrust pressures persist. Ongoing cases related to search dominance and ad tech could influence future strategy, though investors appear to be pricing in continued innovation as the primary driver. Google’s Gemini model has gained market share, approaching significant user milestones and narrowing gaps with rivals.

Broader market context shows rotation into AI infrastructure plays. While mega-cap tech remains volatile, Alphabet’s diversified revenue — spanning search, cloud, YouTube, Waymo and hardware — provides resilience. Analysts forecast mid-teens to low-20s revenue growth for the full year, with potential upside from AI monetization acceleration.

Challenges include intensifying competition in cloud from Microsoft and Amazon, potential ad market softness, and execution risks on massive capex. However, recent product momentum and analyst upgrades suggest the street is leaning optimistic heading into the print.

Pichai and team will likely highlight AI integration across products during the April 29 call, scheduled for 4:30 p.m. ET. Focus areas will include cloud growth trajectory, margin commentary amid depreciation, Gemini adoption metrics, and any updated capex or outlook details.

Longer term, Alphabet positions itself at the center of the AI transformation. From consumer tools like the Gemini app on Mac and Chrome enhancements to enterprise agents that can plan and act autonomously, the company is embedding intelligence deeply into daily workflows.

Investors have rewarded the pivot. Shares have more than doubled from 2025 lows, with all-time highs near $350 tested earlier this year. The modest gain Thursday keeps the stock in a constructive uptrend, consolidating ahead of what many expect could be another beat-and-raise quarter.

Analysts caution that valuation leaves little room for disappointment. A forward P/E in the mid-20s to low-30s range demands continued execution. Yet with Google Cloud approaching $70 billion annualized run-rate potential and AI features expanding search usage, the growth narrative appears intact.

Alphabet’s dual-class structure and substantial cash reserves give it flexibility to invest aggressively while returning capital. The quarterly dividend and ongoing buybacks provide downside support.

As trading continued midday Thursday, GOOG held near session highs with peers in the Magnificent Seven mixed amid broader market rotation. The upcoming earnings will serve as a key test of whether AI tailwinds can outweigh near-term margin pressure from infrastructure buildout.

For a company once viewed primarily as an ad business, Alphabet’s transformation into an AI powerhouse is well underway. Next week’s results could determine if investors are willing to pay even more for that future.

ASEAN’s green goals face threats from illicit trade, costing governments $3.7 billion annually in tobacco revenues alone. Counterfeit goods, organised crime, and weak supply chain oversight undermine sustainability, deter investment, and compromise national security, requiring stronger regional coordination and enforcement.

Key Points

• ASEAN attracted US$226 billion in FDI in 2024, but illicit trade threatens its green ambitions by draining government revenues, damaging environments, and fuelling organised crime
• Governments lose an estimated US$3.7 billion annually in tobacco excise revenue, while counterfeit goods cost approximately US$35 billion yearly, undermining healthcare, education, and climate investment

• Illicit trade networks overlap with human trafficking and money laundering, exploiting border gaps and free trade zones, posing serious national security threats beyond traditional customs concerns
• No single country can tackle this alone, requiring coordinated intelligence sharing, joint enforcement, and industry partnerships across ASEAN jurisdictions

• Digital tools like track-and-trace systems and AI-driven risk profiling are advancing in Thailand and Malaysia, but cross-border integration remains critical
• Traceability systems, market surveillance, and trusted green lanes must be embedded into supply chains to align trade facilitation with sustainability goals, making supply chain integrity the foundation of ASEAN’s long-term growth

ASEAN’s Green Ambitions Undermined by Illicit Trade

The Promise and the Threat
ASEAN has committed to ambitious sustainability goals, attracting US$226 billion in foreign direct investment in 2024, positioning itself as a major global production hub. However, this opportunity is increasingly threatened by illicit trade, which drains government revenues, damages the environment, fuels organised crime, and jeopardises national security.

The Fiscal Consequences
The financial impact is staggering. Governments across ASEAN lose an estimated US$3.7 billion annually in tobacco excise revenue alone, with losses potentially exceeding US$11 billion over the next three years. The counterfeit goods market is valued at approximately US$35 billion annually, diverting critical funds away from healthcare, education, and climate resilience investments.

Illicit Trade as a National Security Crisis

Criminal Networks and Human Costs
Illicit trade extends far beyond counterfeit goods — it forms part of a transnational criminal ecosystem linked to human trafficking, money laundering, and forced labour. Globally, 27.6 million people are trapped in forced labour, generating US$150 billion in illicit profits. Criminal syndicates exploit border vulnerabilities, free trade zones, and inconsistent enforcement, making this a frontline national security threat rather than merely a trade issue.

Investor Confidence at Risk
Capital follows predictability. Where enforcement is inconsistent and supply chains lack transparency, regulatory and reputational risks deter long-term investment. Conversely, traceable, accountable supply chains strengthen ASEAN’s attractiveness as a sustainable investment destination, reinforcing the direct link between supply chain integrity and economic competitiveness.

Building a Resilient and Sustainable Supply Chain Framework

Regional Coordination and Technology
No single nation can tackle illicit trade alone. Addressing this challenge requires joint risk targeting, intelligence sharing, and aligned enforcement frameworks across borders. Countries like Thailand and Malaysia are already deploying digital track-and-trace systems and AI-driven risk profiling, but without cross-border integration, these efforts remain fragmented. True regulatory interoperability across ASEAN is essential.

Embedding Integrity into Sustainability
Practical measures — including digital traceability systems, targeted market surveillance, and trusted green lanes for compliant businesses — can align trade facilitation with environmental protection. As ASEAN approaches the Philippines’ 2026 chairmanship, elevating supply chain integrity as a regional priority across economic, security, and sustainability agendas is critical. Supply chain integrity is not a constraint on growth — it is its very foundation.

Source : Why Asean needs to pay more attention to supply chain integrity

Other People are Reading