Business
Harry’s Coterie owner Mammoth Brands grows amid IPO rumors
Mammoth Brands wants to take on traditional consumer packaged goods companies, armed with a portfolio of disruptors in the personal and baby care categories that have won over consumers and retailers alike.
For the last decade, upstarts like those owned by Mammoth have challenged the relevance and longstanding dominance of legacy giants like Procter & Gamble, Unilever and Kimberly-Clark. The trend has also played out across packaged food and beverage companies, like Poppi and Olipop taking on Coca-Cola and PepsiCo. Consumers’ loyalty no longer draws on just brand recognition. Newcomers can offer shoppers something different: better prices, higher quality or fewer ingredients that scare them.
“A lot of these companies call these smaller brands ‘ankle biters’ — tells you exactly what you need to know about how they view the threat,” said Nik Modi, co-head of global consumer and retailer research for RBC Capital Markets. “But I think that they’re taking it a lot more seriously. I think it’s gotten to a tipping point.”
With brands like Harry’s razors, Lume Deodorant and Coterie diapers, Mammoth is reshaping the consumer goods landscape, and it has ambitious plans.
“We’re trying to build a leading modern [consumer packaged goods] company, like if Procter & Gamble and Unilever were getting built today,” Mammoth co-founder and co-CEO Andy Katz-Mayfield told CNBC.
In 2024, Mammoth saw revenue of $835 million and almost $100 million in adjusted earnings before interest, taxes, depreciation and amortization, according to a statement from the company. While legacy consumer giants still dwarf the company with their tens of billions of dollars in annual revenue, Mammoth said it has seen a greater than 20% revenue compound annual growth rate over the prior five years through 2024.
Soon, a wider swath of investors could bet on the company’s vision. Mammoth is weighing an initial public offering as soon as the second half of this year, according to a Bloomberg report.
“Today, our private company, we make money, which is great, and we have opportunity to continue to invest in the brands in our portfolio,” said Mammoth’s other co-founder and co-CEO Jeff Raider. “We’ll continue to evaluate the right capital structure for the business over time to enable us to achieve that long-term outcome.”
In the meantime, Mammoth seems focused on challenging existing CPG giants.
Harry’s began as a razor brand but has expanded into a skincare and men’s personal care.
Source: Mammoth Brands
From start-up to Mammoth
The early seeds of Mammoth began in 2013, when Katz-Mayfield and Raider founded Harry’s. Katz-Mayfield came up with the idea for the startup based on his frustration with the status quo of buying $20 replacement razor blades.
“I called up Jeff,” Katz-Mayfield said. “We decided to build a men’s grooming brand that was a really high quality product at great value, a better overall experience, online led, and I really do think that’s really at the core of everything that guides Mammoth Brands.”
Katz-Mayfield and Raider had previously worked together at Charlesbank Capital Partners and Bain & Company. Before founding Harry’s, Raider co-founded Warby Parker.
Like the glasses startup, Harry’s began online, becoming another disruptor during the era of direct-to-consumer brands. By 2016, it had gained enough customers to land on Target shelves.
Harry’s DTC origins allowed it to tweak its razors and win over customers who were previously loyal to the traditional grooming giants.
Its DTC operating model also helped underscore who the company views as its core customer: the shopper. But traditional CPG companies typically view retailers as their customer, not the person that eventually buys and uses their products.
That perspective influences those companies’ innovation strategies, according to Katz-Mayfield. For example, a CPG company could make a few small tweaks to create a new SKU, or stock keeping unit, to replace an underperforming product SKU, allowing that brand to hold onto its existing shelf space and placate its retail customer, according to Katz-Mayfield.
“It’s not that some of those brands aren’t great and some of those products aren’t great, but … the innovation was driven by a strategy which is, the only way we can grow is to increase prices, and so on,” Katz-Mayfield said. “The only way we can justify price increases is to add bells and whistles that consumers don’t actually want.”
Harry’s made its way to more retailers after Target. The brand stuck to its DTC roots though, insisting on launching new products online first to get feedback from loyal customers.
In 2018, Harry’s launched Flamingo, a women’s shaving and body care brand with the same ethos.
Then the legacy giants came knocking.
In 2019, Schick owner Edgewell Personal Care announced it was buying Harry’s for $1.37 billion. Three years earlier, Unilever had bought Dollar Shave Club, another razor disruptor, for $1 billion. (In 2023, Unilever sold the razor brand to a private equity firm.)
Edgewell offered Harry’s the chance to use its expertise in the direct-to-consumer business model and apply it to the company’s brands, according to Raider. But the Federal Trade Commission sued to block the deal on antitrust grounds, which led Edgewell to walk away from the acquisition.
Still, Katz-Mayfield and Raider held onto their vision of helping other brands achieve success.
“The barriers to starting a brand are lower than they’ve ever been,” Katz-Mayfield said. “Our perspective is that really scaling and maintaining these brands is still really hard.”
Harry’s created an incubator lab, launching cat care brand Cat Person and haircare brand Headquarters. It has since sold Cat Person to Weruva and wound down Headquarters, teaching the Harry’s team the value of staying more focused on what it considers core personal care categories.
Harry’s Labs also invested in the seed round of Hims, but has since sold its minority stake.
“Investing is not really part of the strategy,” Katz-Mayfield said. “We did that at the time as we were testing and learning how we’re going to build the platform. It was a great outcome for us, because [Hims] had a lot of success and the investment was worth a lot.”
In 2021, the company bought Lume Deodorant, which sells sticks, tubes and spray that can be used all over the body. The brand is widely credited with establishing the whole-body deodorant segment. Within two years of the deal, Lume’s sales had more than doubled, according to Mammoth.
The Lume acquisition helped Mammoth learn more about selling on Amazon, where the brand had more experience than Harry’s and Flamingo did, according to Katz-Mayfield.
Building off of the Lume acquisition, Harry’s launched Mando deodorants in late 2022, marketing the same concept to men.
In April 2025, Harry’s Labs officially rebranded as Mammoth Brands. And its next acquisition further demonstrated its desire to be the next big CPG company.
Coterie’s range of premium diapers
Source: Mammoth Brands
Growing with a baby business
In late 2025, Mammoth bought Coterie, a high-end diaper brand founded in 2019 with celebrity investors like Karlie Kloss and Ashley Graham.
The deal was reportedly valued at over $1 billion and involved a mix of cash and stock. Mammoth said in October that Coterie surpassed $200 million in net revenue over the previous 12 months, a nearly 60% jump from the prior-year period.
Coterie’s premium diapers can cost as much as $1 per unit, a steep price for some parents. But the brand has found many consumers are willing to pay more for the product, which promises high absorbency without added fragrance, latex, rubber, parabens, pesticides or chlorine bleaching. Coterie has been “very profitable” over the last three years, according to the brand’s CEO Jess Jacobs.
“Seventy-four percent of parents are willing to pay more for better-for-you products,” she told CNBC. “Parents are looking for better and deserve better, and they’re questioning the status quo, just like we are as a brand and as a company.”
Forty-three percent of the brand’s new customers come from word of mouth alone, according to Coterie.
Under Mammoth, Coterie now has the advantages of being a part of a bigger company; it can learn from e-commerce strategies for Amazon that currently work for Mammoth’s brands. As Coterie broadens its retail exposure beyond higher-end grocers like Whole Foods and Erewhon, Mammoth can introduce it to more retailers. And diapers are complicated to manufacture, so Mammoth can help support that process as Coterie continues to create innovate on its diapers.
For example, Coterie is currently in talks to add more retail partners. And Mammoth sees bigger potential for the brand, too.
“Coterie is a brand that can really extend across baby care,” Katz-Mayfield said. “It’s not just a diaper brand.”
But Coterie’s success has caught the attention of legacy players, who are eager to adapt some of the upstart’s playbook.
Threat to legacy players
For decades, a handful of companies have dominated the household goods and family and personal care categories. Their portfolios are chock-full of iconic brands used every day by Americans, and their histories often stretch back more than a century.
In 1837, soap maker James Gamble and candlemaker William Procter became business partners, creating the company that still carries their names today.
Originally founded as a paper mill company in 1872, Kimberly-Clark now owns a host of brands like Kleenex, Huggies and Cottonelle. It went public nearly a century ago.
In 1930, a merger between a Dutch margarine producer and a British soap maker gave birth to Unilever.
While those massive companies competed with each other, it was nearly impossible for a newcomer to gain a foothold in their well-established categories. For a nascent company, launching a new product was pricey and difficult, as legacy brands held onto their shelf space with a death grip and retailers were reluctant to take a chance.
But over the last decade, these consumer giants have faced a new threat from upstarts.
“We are really seeing competition in CPG has fundamentally intensified, and it’s coming everywhere,” said Sally Lyons Wyatt, chief advisor for Circana’s consumer goods and foodservice insights division. “Small manufacturers are gaining share. Digital and social platforms are lowering the barrier for entry for a lot of these smaller brands.”
The rise of e-commerce meant launching a new consumer packaged good was not the daunting task it used to be. A successful direct-to-consumer business often leads retailers to come knocking on the newcomers’ doors.
“The big retailers have also made the case that they want these culturally relevant brands in their stores to bring in consumers,” RBC Capital Markets’ Modi said.
And social media has also transformed how consumers think about what products to buy.
“Cultural relevance is now equal to or superseded brand equity,” Modi said. “If you think about it, most of the big brands are not losing share to other big brands. They’re losing share to the smaller disruptive brands.”
Look no further than diapers, a $5.43 billion market in the U.S., according to Euromonitor International data.
In Procter & Gamble’s fiscal second quarter, which ended in December, its U.S. diaper volume shrank 2%. Its Pampers had fallen to second place in U.S. diaper sales, trailing Kimberly-Clark’s Huggies for the first time since 2021, according to Euromonitor data.
“I don’t want to gloss over the fact that we have work to do to recover share,” P&G CFO Andre Schulten told analysts on the company’s earnings conference call in January.
While Coterie is growing fast, it remains a much smaller diaper brand than Huggies and Pampers. Still, it looks like P&G has taken note of its success.
P&G had challenged Coterie’s claim that its diapers were up to four times more absorbent than leading brands. A year ago, the Better Business Bureau’s National Programs’ National Advertising Division recommended that Coterie stop using the claim, which the diaper brand followed.
In March, P&G launched Pampers Amore, a line of premium diapers that it touts as “microbiome compatible” and “hypoallergenic.” Most tellingly, the line’s own packaging directly pits it against Coterie; it claims that its liner keeps babies three times drier than Coterie.
“The reality is, they are chasing something that is already gone,” Coterie’s Jacobs said. “We carved out that premium category, we’ve grown it. It’s growing 20% since 2020 and 10% year over year. And they’re late. So it’s a question of, can they move faster? Can they be more nimble, and can they get ahead? And the reality is, at this point, and certainly in diaper, it does not seem like they can.”
Jacobs estimates that Coterie is roughly 18 months ahead of legacy diaper brands.
But CPG giants still have some advantages, according to Modi. For example, the war with Iran is complicating supply chains for key components like packaging materials. While still a headache for legacy brands, they are able to navigate the challenge more nimbly thanks to their size and bargaining power.
And then there is innovation. Modi said that he thinks that big brands still have better research and development teams, which should help them create the best product possible.
And Kimberly-Clark’s exposure to the very competitive Asian diaper market is fueling its innovation, CEO Michael Hsu said that Barclays Americas Select Conference in May.
“We’re going to go through these trial cycles where people are going to try these new things, and they’re like ‘Yeah, maybe I don’t like this as much,’” Modi said. “And they start switching back to some of the bigger brands where the products actually work.”
Rather than trying to beat them, some legacy players have decided to join the upstarts instead. Procter & Gamble bought Native deodorant for $100 million and turned it into one of the company’s dozens of billion dollar brands, by Modi’s estimate. Unilever has snapped up a number of challenger brands, like Gruns, the DTC supplement gummy brand, and Squatch, which sells personal care products aimed at men.
But those deals aren’t always a success for the buyer — or the seller. Sometimes their corporate cultures don’t mesh, or the new owner does not know how to incubate a smaller brand, according to Modi.
For many legacy players, Modi thinks that the best strategy is to create new brands, rather than trying to bring existing lines up to speed.
“It’s about how quickly they can move and how willing they are to be patient and develop a brand,” Modi said, adding that many companies lack the willingness to wait for a small brand to grow into one worth $1 billion.
Becoming a giant?
For its part, Mammoth is trying to prove itself as the kind of company with the ability to help upstarts become personal care powerhouses.
“We would rather have a small portfolio of large brands than a large portfolio of small brands,” Katz-Mayfield said.
Going forward, he and Raider want to add more brands in what they call the “everyday care and wellness” categories. They are looking to add more products to their portfolio that are in “consumable consumer categories,” barring human food and beverages.
“We’re really dogmatic about some of these things that we would never do M&A just to do M&A and buy scale and growth, because we’re not trying to flip these things. We’re trying to own them forever,” Katz-Mayfield said.
Unlike traditional consumer goods companies, Mammoth is less focused on entering specific categories to complement its overall portfolio and instead more interested in customer retention and its growth prospects across e-commerce and brick-and-mortar retail, according to Katz-Mayfield.
“We have to believe that something is online-led but has big omnichannel potential,” he said. “It can be a big $200, $300 million-plus brand because that’s where we’re going to add the most value, helping those brands scale on that journey.”
Mammoth has a team that tracks new brands, starting when they begin to gain traction on social media or Amazon. But every potential acquisition is likely also getting attention from legacy CPG companies or venture capital and private equity firms.
To founders, Mammoth gives its pitch as an owner that offers independence and autonomy, with the infrastructure and corporate support that can introduce upstarts to big retailers like Target. Mammoth also wants the founders and executive teams to stay on for a while.
“We kind of view ourselves as a little of a Goldilocks,” Katz-Mayfield said.
And a new acquisition is likely coming to Mammoth sooner rather than later. The company is primarily focused on growing its portfolio through dealmaking, according to Katz-Mayfield.
“For us, I think like one or two deals a year is probably the right pace,” he said, adding that he believes that Mammoth will have portfolio of eight to 10 brands within the next three or four years.
For all the focus on M&A, innovation hasn’t stopped at Mammoth’s existing brands. For example, Harry’s has been expanding its range of skincare for men.
“The way we think about it, these brands are still pretty early in their journey,” Katz-Mayfield said. “They all have tremendous potential.”
Mammoth still launches new products online first, demonstrating the company’s continued belief in the DTC business model, despite rumors of its demise. About half of Mammoth’s revenue still comes from online sales, according to the company.
“I think DTC is the single greatest place on the planet to build products and brands,” Raider said.
But the buzziest news for Mammoth will likely be its initial public offering, although the co-CEOs played coy about those potential plans.
“Don’t know where that came from,” Katz-Mayfield said when asked about the Bloomberg report about a potential IPO as soon as this year that identified four banks reportedly working on the deal.
“We’re fortunate that we make money as a company, and we’re able to use some of that cash flow,” he added. “We’ve always been sort of more agnostic to what the structure is, but we certainly want a set up that allows us to have access to capital, whether that’s privately or publicly, at some point in the future to pursue that strategy.”
The move is seen as a bet that combining streaming with its news and sport offering will leave Fox in a strong position as TV audiences move online.
Renowned wine entrepreneur Jean-Charles Boisset joins ‘Varney & Co.’ to discuss the similarity and differences between American and French wines and the Fox News Wine Shop Sweepstakes.
France must drop its tax on American technology or face a 100% tariff on its wine, President Donald Trump warned hours before departing for the Group of Seven Summit.
The U.S. will “have no choice” but to apply the tariffs if French President Emmanuel Macron does not end its 3% levy on large digital services companies.
“I asked him not to charge American companies, and if they do, I have no choice but to charge a 100% tariff on all champagnes and all wines coming out of France,” Trump told the New York Post in an interview. “All [Macron] has to do is get rid of the sales tax, and he wouldn’t have that kind of pressure.”
The warning raises the prospect of a renewed transatlantic trade clash as Trump heads to Évian-les-Bains, France, for the G7 summit Macron will be hosting. The gathering comes as U.S. allies remain wary of Washington’s increasingly aggressive approach to trade disputes.
TRUMP SIGNS ‘RECIPROCAL’ TARIFF PLAN FOR COUNTRIES THAT TAX US GOODS
French President Emmanuel Macron and President Donald Trump have had a checkered past dating back to the first Trump administration. (Al Drago/Bloomberg via Getty Images / Getty Images)
he White House did not immediately respond to FOX Business’ request for comment.
France’s digital services tax, often called the GAFAM (Google, Apple, Facebook, Amazon, and Microsoft) tax, has been in force since 2019. It applies a 3% levy to revenue earned in France by large digital companies with more than about $29 million in French revenue and about $870 million in global revenue. The measure has long angered U.S. officials because it disproportionately affects American technology firms.
Trump’s comments appeared to contradict claims from Macron’s office last week that the dispute was no longer under debate among G7 countries. The New York Post reported that a U.S. official had dismissed that account as inaccurate.
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| GOOG | ALPHABET INC. | 358.16 | +1.60 | +0.45% |
| AAPL | APPLE INC. | 291.13 | -4.50 | -1.52% |
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| MSFT | MICROSOFT CORP. | 390.74 | +0.40 | +0.10% |
BATTERED US WINE IMPORTERS BRACE FOR HIGHER TARIFFS
The latest threat revives tariff levels first floated during a U.S. Trade Representative investigation into France’s digital tax in 2019. Trump previously threatened steep tariffs on wine and other alcoholic beverages from France and the European Union, including threats of 200% duties as trade tensions escalated.
Alcohol is one of the European Union’s top exports to the United States, worth about €9 billion ($10.5 billion) in 2024, according to Eurostat data. France is particularly exposed because products such as champagne and cognac must be produced in specific regions, leaving producers with limited ability to shift supply chains.
French wine and spirits exports to the U.S. currently face a 15% tariff, a rate French officials have been lobbying to reduce to zero since Trump and European Commission President Ursula von der Leyen agreed to a U.S.-EU trade deal in Scotland last summer.
President Donald Trump is threatening a 100% tariff on wine and champagne from France. (Justin Sullivan / Getty Images)
TRUMP’S G7 MEETINGS COME AMID CHINA BRAWL
The New York Post reported that the U.S. market accounts for about one-fifth of the French wine industry’s global sales, worth more than $2 billion annually.
France’s National Assembly voted in October to double the digital tax to 6% and narrow the threshold to focus on the largest global companies, though ministers later vetoed the move. Lawmakers had initially considered a far larger increase before scaling it back amid industry pressure.
Trump’s renewed tariff threat also comes as other U.S. trading partners reassess digital services taxes under pressure from Washington. Canada shelved its digital tax in 2025 after the U.S. broke off trade talks, while Italy has reportedly weighed repealing its own levy. Britain has maintained its digital services tax under its current trade arrangements with the United States.
Liz Claman reports on the Trump administration’s fresh tariff threats, imposing 10-12.5% levies on 60 trading partners, citing forced labor. Medtronic expects a $250 million tariff hit for 2027, impacting U.S. companies.
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The G7 summit runs through Wednesday in Évian-les-Bains. The group includes Canada, France, Germany, Italy, Japan, the United Kingdom and the United States.
Reuters contributed to this report.
To win over today’s diners, KFC is prioritizing boneless chicken menu items, expanding its sauce options and designing its restaurants to keep customers’ attention.
These days, the Yum Brands unit is facing stiff competition, both from upstart chicken chains and legacy giants like McDonald’s that are betting big on the growing global popularity of chicken. While KFC claims to have invented the chicken quick-service restaurant category, being the first isn’t the same as being No. 1, particularly in the U.S., where its sales have slumped in recent years.
“In an increasingly crowded category, we have a clear opportunity to set the standard for modern chicken in QSR,” KFC Global CEO Scott Mezvinsky said Monday in a statement announcing the chain’s “next chapter.”
Tenders and drinks
KFC’s “next chapter” will focus on boneless options, like a revamped version of its chicken tenders.
Source: KFC
A focal point of the strategy is what KFC calls a “bold menu revamp.”
As part of that, the chain plans to expand its boneless chicken options and improve its recipe for its existing tenders.
“We are moving from chicken-on-the bone to more and more boneless chicken,” KFC Chief Concept Officer Christophe Poirier told CNBC.
“We are evolving our tenders to make sure that, nonnegotiable, we’re going to have the biggest, the juiciest and the crispiest,” he added.
KFC is also expanding its available sauces to appeal to consumers who like dunking, drenching or drizzling their chicken tenders. The chain’s “global sauce pantry” has more than 20 varieties that often mix classic sauces with new flavors, like its chimichurri ranch. (KFC’s tender- and sauce-centric spinoff restaurant chain Saucy, meanwhile, has grown to nearly a dozen locations, all in Florida.)
This month, restaurants in the United Kingdom and Ireland will begin rolling out the new tenders, as well as nine new sauces. Australia and the United States will follow later this summer, with more global markets expected throughout the rest of the year.
KFC is also launching a menu line called “Dunked,” which features tenders, wings and sandwiches drenched in sauce. The menu items are already available in South Africa and India.
Like many fast-food restaurants, KFC is also expanding its range of drink options to include boba refreshers, sparkling lemonades and iced coffees under a new sub-brand called Kwench by KFC. Select Irish and British restaurants already sell Kwench drinks, but Australia and Canada will add them to their permanent menus this year.
“We can rapidly cascade a lot of initiatives that we’re leading from the center,” Poirier said, crediting the chain’s nimble supply chain.
The chain’s own restaurants will also look different as it rolls out new store designs. This summer, an “open-concept” restaurant in McKinney, Texas, will open its doors; an “immersive,” two-story location in Dubai, United Arab Emirates, will follow in September.
Poirier compared the experience of visiting its upcoming “immersive” restaurant to seeing a concert at the Sphere in Las Vegas. KFC designed the store to distract diners from their phones and keep them engaged with the in-person experience.
Fresh branding is also part of the strategy. The chain’s new logo features its Colonel Sanders mascot bookended on either side with “KFC,” resembling the shape of its famous chicken buckets. KFC said the bucket will be “refreshed,” while Sanders will receive a “subtle evolution,” according to the chain.
Challenges
A rendering of KFC’s new restaurant design pays homage to the chain’s iconic bucket and mascot Colonel Sanders.
Source: KFC
With more than 34,000 locations worldwide, KFC is one of the largest global restaurant chains. It is also an important part of Yum’s portfolio, particularly as its parent company seeks a sale of its struggling sister chain Pizza Hut.
But KFC has its own challenges.
In the U.S., the chain has been ceding share for years to newcomers like Raising Cane’s. In 2021, KFC held 16% of the U.S. market share for chicken quick-service restaurants, putting it in second place behind Chick-fil-A, according to Barclays. By 2024, its market share had slipped to 9.4%, and Popeyes and Raising Cane’s had leapfrogged KFC, dragging the chain down to the fourth spot.
Outside the U.S., KFC has been more successful. Yum considers KFC International to be one of its two “growth engines,” along with top performer Taco Bell.
In its latest quarter, KFC reported same-store sales growth of 2%. Yum no longer shares the same-store sales of the chain’s domestic business, implying that the segment is now considered immaterial to the company’s broader results. China and Europe are KFC’s two largest regions by system sales, with the U.S. in third place.
To revive its flagging U.S. business, Yum tapped Catherine Tan-Gillespie as KFC’s new U.S. president more than a year ago. So far, her turnaround efforts have involved offering more value meals and bringing back Colonel Sanders.
KFC U.S. has seen same-store sales growth in its last three quarters, Tan-Gillespie told trade publication Restaurant Business earlier this month.
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New York Knicks fans are making up for lost time.
The Knicks won their first NBA championship in 53 years on Saturday night after years of hope, heartbreak, and facepalms.
But the wait was well worth it, and fans are making sure this year’s run is remembered forever.
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Jalen Brunson of the New York Knicks lifts the Bill Russell NBA Finals Most Valuable Player Award trophy after defeating the San Antonio Spurs in Game Five of the 2026 NBA Finals at Frost Bank Center on June 13, 2026 in San Antonio, Texas. (Gregory Shamus/Getty Images / Getty Images)
Knicks championship gear broke Fanatics’ record for the most sold by any title winner in the four major sports within 24 hours, surpassing last year’s Philadelphia Eagles. They are also on pace to become the company’s top-selling overall sports champion ever, which would eclipse the previous best Chicago Cubs in 2016.
Fanatics took in more than 8,000 orders per minute after the clinch, a new company record.
The Knicks have already more than doubled the sales of the company’s previous best-selling NBA Finals champion, the Los Angeles Lakers in 2020.
Karl-Anthony Towns of the New York Knicks celebrates with the Larry O’Brien Championship Trophy after the victory against the San Antonio Spurs in Game Five of the 2026 NBA Finals at Frost Bank Center on June 13, 2026 in San Antonio, Texas. (Ronald Cortes/Getty Images / Getty Images)
KNICKS STAR JALEN BRUNSON’S SISTER DUNKS ON CRITICS AS NEW YORK WINS NBA CHAMPIONSHIP
New York took down the San Antonio Spurs in five games, overcoming double-digits in each victory. In fact, the Knicks spent more time trailing by double digits (over 62 minutes) than actually leading (roughly 56 minutes) in the series.
The title run warranted Game 3 becoming the most expensive secondary-market sporting event on record, with the get in price over five figures.
New York won 15 of its final 16 games to win the championship, including 13 consecutive at a point. The streak was snapped in that Game 3 contest, and they almost lost two in a row for the first time since the first round, but they stormed back from 29 points down to complete the largest comeback in NBA Finals history.
Karl-Anthony Towns and Jalen Brunson of the New York Knicks pose for a photo with the Larry O’Brien Championship Trophy and the Bill Russell NBA Finals Most Valuable Player Award after the game against the San Antonio Spurs during Game 5 of the 2026 (Jesse D. Garrabrant /NBAE via Getty Images / Getty Images)
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The Knicks will celebrate their title with their official championship parade on Thursday morning – although Jose Alvarado was already a part of the Puerto Rican Day Parade with NYC Mayor Zohran Mamdani.
Canada’s Nuvei to buy Payoneer for $2.75 billion in cross-border payments push
The electronic news ticker of Fox News reads headlines at the News Corp. Building in the Midtown Manhattan area of New York City, U.S., July 20, 2025.
Eduardo Munoz | Reuters
Fox Corp. has reached an agreement to acquire Roku for roughly $22 billion, marking another chapter in media consolidation as the industry grapples with several changes and challenges.
On Monday Fox announced it would acquire Roku for $160 per share. Fox’s stock was trading down about 13% in premarket trading, while Roku was up about 2%.
The combination will bring together Fox’s news and sports channels, as well as its free ad-supported streamer Tubi with Roku, the maker of streaming devices and also the home of The Roku Channel, a service similar to Tubi.
The proposed acquisition comes about seven years after Fox’s last major deal, when it shed its entertainment assets in a $71 billion deal with Disney. Since then, Fox’s portfolio has primarily been made up of its TV channels, namely broadcast network Fox, which has been airing the FIFA World Cup since last week, and Fox News Channel on cable.
In 2020 Fox acquired Tubi for $440 million. That service had long been its answer to the streaming wars, prior to the announcement of Fox One, its direct-to-consumer option that launched last year.
The Department of Intellectual Property led Thai GI producers to Shanghai to boost exports. They secured a 500-ton durian purchase and discussed innovations with Huawei to enhance intellectual property administration.
Key Points
- The Department of Intellectual Property (DIP) from Thailand led a trade mission to Shanghai, China, to boost exports for premium Thai agricultural products, featuring a business matching event with 16 Chinese fruit importers at Huizhan Fruit Wholesale Market.
- Notably, a memorandum of understanding was signed for 500 tons of durian from Sisaket Volcano Durian, with Thailand showcasing products from six provinces. Thailand has over 260 registered GI products, valued at over 116 billion baht, with fruit representing 45%.
- Delegates also met with Huawei Technologies to discuss using AI and digital innovations to enhance Thailand’s intellectual property administration, focusing on improving trademark and patent processes while learning from Huawei’s expertise in innovation and R&D.
The Department of Intellectual Property (DIP), under the Ministry of Commerce, led Thai geographical indication (GI) producers on a trade mission to Shanghai, China, to expand export opportunities and improve market access for premium Thai agricultural products.
A key highlight was a business matching event with over 16 Chinese fruit importers at Huizhan Fruit Wholesale Market, a major distribution hub in Eastern China with annual trade exceeding 100 billion baht.
During the mission, producers from Sisaket Volcano Durian and Huizhan Market signed a memorandum of understanding to purchase in advance 500 tons of durian. The delegation also showcased GI products from six provinces in Thailand.
Thailand has over 260 registered GI products, generating more than 116 billion baht in economic value. Fruit products represent about 45 percent of all registered GI goods. Ongoing Chinese demand for quality, safety, and traceability continues to drive growth opportunities for Thailand’s GI sector.
The delegation met with Huawei Technologies to explore the use of artificial intelligence, cloud systems, and digital innovations to strengthen Thailand’s intellectual property administration. Discussions focused on improving trademark and patent examination processes and learning from Huawei’s experience in leveraging intellectual property for innovation and business growth.
Huawei is a leading example of innovation-driven growth, allocating 21.8% of its annual revenue to research and development, employing over 114,000 R&D personnel, and holding more than 165,000 patents worldwide.
Source : Thailand Secures 500-Ton Purchase Commitment for Durian Exports to China
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