Business
Novo Nordisk CEO Mike Doustdar says Ozempic maker looking for deals

Novo Nordisk is looking for deals more than ever before, the CEO of the Danish drugmaker said in an interview with CNBC on Wednesday.
“If our ambition is to help hundreds of millions of patients out there, then we need not just the best, but the broadest pipeline in the world,” said Novo Nordisk CEO Mike Doustdar. “So let’s go and see who else basically has assets that are complementary to what we have. And we are quite active with those [business development] talks and acquisitions, and you’ll see more of those as well going forward.”
Novo created the market for GLP-1 weight loss drugs with its weekly shots Ozempic and Wegovy. More recently, the company has faced concerns from analysts about whether Novo’s pipeline is robust enough for it to remain a leader in the increasingly competitive obesity drug space.
Mike Doustdar, chief executive officer of Novo Nordisk A/S, during an interview in New York, US, on Wednesday, Feb. 11, 2026.
Michael Nagle | Bloomberg | Getty Images
Rival Eli Lilly has already overtaken Novo in market share for weekly GLP-1 shots, though Novo has taken an early lead in the new category of GLP-1 pills for weight loss.
Doustdar said he disagrees with the concerns about Novo’s upcoming treatments, arguing the drugmaker has “one of the best pipelines in the industry.” He pointed to Novo’s CagriSema, a drug candidate that targets GLP-1 and amylin, that Novo hopes will be approved at the end of this year, and an experimental amylin-targeting drug called zenagamtide that Novo has accelerated development of, among other assets.
“Of course, there’s a lot of things in my pipeline that right now I have the privy to look into and get excited (about) but not have shared it yet with the world,” he said. “So I am incredibly excited about our pipeline, and I would just say to the investors who are a little bit skeptical, wait and see.”
Doustdar spoke to CNBC after the company said its Wegovy pill performed better than expected in the first quarter, and it raised its full-year profit guidance.
Business
Former Yankee Mariano Rivera says he supports MLB salary cap

Former New York Yankee and Hall of Fame closer Mariano Rivera said he believes Major League Baseball should adopt a salary cap in its next collective bargaining agreement.
“Yes, there should be one, because it has to be fair to everybody,” Rivera said during a Latinos in Sports event in Miami on Friday. “It makes the competition better.”
The MLB collective bargaining agreement, or CBA, expires at the end of this season, setting up negotiations between the league and its players. Talks are expected to begin in the coming weeks.
It’s notable for a player — even a retired one, like Rivera — to publicly support a salary cap. Rivera, himself, made about $170 million over his 19-year career, according to Baseball-Reference.com.
Former New York Yankee closer Mariano Rivera.
Getty Images
MLB is the only major U.S. league without a salary cap. The delta between teams that spend the most and those that spend the least has grown in recent years as the New York Mets, Los Angeles Dodgers and the Yankees, among others, continue to expand payroll.
A record 11 teams opened the season with payrolls of at least $200 million, according to a USA Today analysis.
Rivera said any salary cap should include provisions that the teams that spend the least also invest in improving competition in some other way. MLB currently has a revenue sharing program that distributes local media money equally to all 30 teams.
“If I’m giving you money — from my pocket to you — to make the team better, I believe you should do that and not pocket it,” Rivera said.
Subscribe to the CNBC Sport podcast to listen to the full interview with Mariano Rivera. New episodes drop Thursday at 6 a.m. ET.
The 10 lowest-spending teams in MLB have increased their payrolls by just 1.7% annually on average since 2019, according to the Wall Street Journal. This has led many to believe that the fix for an uneven league isn’t a salary cap, but rather a salary floor that would force small-market teams to spend.
The MLB Players Association has long fought a cap in an effort to maximize player salaries, including during a 1994-95 strike.
But current MLB rules allow for massive variation in team spending. And there have been a number of studies supporting a correlation between spending and winning.
“We have a significant segment of our fans that have been vocal about the issue of competitive balance,” MLB commissioner Rob Manfred said earlier this year. “And in general, we try to pay attention to our fans.”
There have also been credible studies that say the competitive balance issues in MLB aren’t worse than in any other sport. In the past 10 MLB seasons, there have been seven different World Series winners, 13 different teams have reached the World Series and 18 teams have advanced to the semifinals. Those figures suggest a league that has better competitive balance than the NBA, NFL or NHL.
Business
DoorDash, Inc. (DASH) Q1 2026 Earnings Call Transcript
Operator
Ladies and gentlemen, thank you for joining us, and welcome to the DoorDash Q1 2026 Earnings Call. [Operator Instructions]
I will now hand the call over to Weston Twigg. Weston, please go ahead.
Weston Twigg
Vice President of Finance & Investor Relations
All right. Thank you, Elizabeth. Good afternoon, everyone, and thanks for joining us for our Q1 ’26 earnings call. I’m pleased to be joined today by Co-Founder, Chair, and CEO, Tony Xu; and CFO, Ravi Inukonda. We’ll be making forward-looking statements during today’s call, including, without limitation, our expectations for our business, financial position, operating performance, profitability, our guidance, strategies, capital allocation approach and the broader economic environment.
Forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those described. Many of these uncertainties are described in our SEC filings, including our most recent Form 10-K and 10-Q. You should not rely on our forward-looking statements as predictions of future events or performance. We disclaim any obligation to update any forward-looking statements, except as required by law.
During this call, we will discuss certain
Business
Rupee surges 67 paise in steepest one-day gain in a month
From Tuesday’s life-time closing low of 95.28 to a dollar, the rupee advanced to 94.61/$ at close Wednesday, climbing to reflect the broader relief expected from lower automotive fuel prices in a country that is import-dependent for four-fifths of its energy needs.
To be sure, the rupee traded below 95/$ for the first half of the session, and later gained toward 94.60/$ after US President Donald Trump signalled a thaw in talks. The currency traded between 94.55/$ and 95.19/$ during the day.
“The rupee was near 95/$ for a long time before gaining. If the current stance on war were to persist and if there are no contradicting statements from Iran, we may see further gains towards 94/$,” said Anil Bhansali, head of treasury at Finrex Treasury Advisors.
The rupee logged its sharpest single-day gain since April 2, when regulatory measures by the central bank drove a rebound from record low levels, according to Reuters.
Bhansali expects the rupee to trade between the range of 94.25 and 95 on Thursday.
The level of 94.55/$ also triggered importer dollar demand, traders said.
Business
Many BOJ board members saw need to raise rates if Iran war prolongs energy shock, minutes show

Many BOJ board members saw need to raise rates if Iran war prolongs energy shock, minutes show
Business
CVS Health (CVS) earnings Q1 2026
A screen displays the logo and trading information for CVS at the New York Stock Exchange, March 24, 2026.
Jeenah Moon | Reuters
CVS Health on Wednesday blew past first-quarter earnings and revenue estimates and raised its 2026 guidance, as its once-troubled insurance business showed improvement.
CVS, which operates the nation’s largest pharmacy chain, sees full-year profit coming in between $7.30 and $7.50 per share. That’s up from a previous guidance of $7 to $7.20 per share.
The company also expects revenue of at least $405 billion in 2026, up from its prior outlook of at least $400 billion.
The majority of that $5 billion increase is “reflective of the tail winds we’re seeing” for insurer Aetna, CVS CFO Brian Newman said in an interview with CNBC.
All of the healthcare giant’s business segments — insurance, its retail pharmacy and health services unit —surpassed Wall Street’s revenue expectations. But Aetna’s results are likely top of mind for investors, who have watched high medical costs batter major health insurers for the last two years.
The results indicated continued progress in CVS’ broader turnaround plan, which has involved cutting $2 billion in costs, closing underperforming stores, shuffling leadership and reducing costs within privately run Medicare Advantage plans.
“From an investor lens, we said let’s put out realistic, reasonable targets and then find pathways to outperform. And we did that throughout at the end of last year and the quarter,” Newman said. “So to beat and raise, which I think is probably the fourth or fifth consecutive, it feels like we’re delivering on that.”
“So confident in the year, but still taking a cautious or prudent view,” he added, noting that medical costs are still too high.
Shares of CVS rose more than 7% on Wednesday.
Here’s what CVS reported for the first quarter compared with what Wall Street was expecting, based on a survey of analysts by LSEG:
- Earnings per share: $2.57 adjusted vs. $2.20 expected
- Revenue: $100.43 billion vs. $95.09 billion expected
The company posted net income of $2.94 billion, or $2.30 per share, for the first quarter. That compares with net income of $1.78 billion, or $1.41 per share, for the same period a year ago.
Excluding certain items, such as restructuring charges and capital losses, adjusted earnings were $2.57 per share for the quarter.
CVS booked sales of $100.43 billion for the first quarter, up 6.2% from the same period a year ago, as all three of its business segments showed growth.
CVS’ report also adds to an overall solid first quarter for the broader health insurance sector, though the second quarter will prove even more crucial for those companies as they get a clearer read on medical costs.
Insurance unit shows improvement
The insurance business brought in $35.97 billion in revenue during the quarter, up around 3% from the first quarter of 2025. That came in higher than the $33.28 billion that analysts were expecting, according to StreetAccount.
Newman attributed the quarter’s performance to Aetna’s underlying strength, citing organizational changes to processes or technology that have enabled the company to “do things more efficiently.”
Aetna and other insurers have grappled with higher-than-expected medical costs over the past year as more Medicare Advantage patients return to hospitals for procedures they delayed during the pandemic. Medical costs remain high, but Aetna and other insurers appear to be becoming better equipped to manage the trend, as many cut membership and benefits for patients and exit unprofitable markets.
The insurance segment’s medical benefit ratio — a measure of total medical expenses paid relative to premiums collected — decreased from the prior year to 84.6% from 87.3%. A lower ratio typically indicates that a company collected more in premiums than it paid out in benefits, resulting in higher profitability.
Analysts expected a ratio of 86.3%, according to StreetAccount.
Newman said medical costs are not improving, but CVS has internal programs to “take cost out of the way we do work.” He noted that the company can better forecast medical cost trends, saying he is happy “we’re not getting a lot of surprises.”
But Newman said CVS now needs to focus on using the same tools to reduce medical costs.
In a release, CVS also said the year-over-year improvement in the unit was due to the lack of a so-called premium deficiency reserve, which was recorded in the same period in 2025. That refers to a liability that an insurer may need to cover if future premiums are not enough to pay for anticipated claims and expenses.
CVS’ pharmacy and consumer wellness division posted $31.99 billion in sales for the first quarter, relatively flat from the year-ago period. Analysts expected sales of $31.70 billion, StreetAccount estimates said.
That unit dispenses prescriptions in CVS’ more than 9,000 retail pharmacies and provides other services, such as vaccinations and diagnostic testing.
The company’s health services segment generated $48.24 billion in revenue for the quarter, up 11% from the same period a year earlier.
That unit includes the pharmacy benefits manager Caremark, which negotiates drug discounts with manufacturers on behalf of insurance plans, creates lists of medications, or formularies, that are covered by insurance, and reimburses pharmacies for prescriptions.
Business
Abraham Pinchuck Built Success by Changing How Sales Works
Why Rethinking Sales Helped Shape His Career
Most sales advice focuses on what to say. Abraham Pinchuck built his career by focusing on what not to say.
Instead of pushing products, he built a system around listening. Over time, that idea became the foundation of his work across multiple industries.
“Selling is a recipe for failure in sales,” he says. “If you focus on yourself, you lose. If you focus on the person in front of you, everything changes.”
From Brooklyn Beginnings to Business Foundations
grew up in Brooklyn, New York. His early years were shaped by sports, especially basketball. That competitive environment taught him discipline and consistency.
He later attended Bernard Baruch College, earning a degree in marketing and sales in 1991. Like many graduates, he entered the workforce with a traditional understanding of how sales worked.
That understanding would evolve quickly.
Real Estate: Early Lessons in Human Behavior
His first major step was in real estate. He worked on renovating properties and reselling them.
This wasn’t just about improving buildings. It was about understanding buyers.
What made someone choose one property over another? What details mattered most?
These questions helped him realize that decisions are driven more by personal priorities than by logic alone.
Manufacturing Experience and a Broader View of Business
Abraham later moved into food manufacturing. This chapter of his career lasted for many years and expanded his view of how businesses operate.
He learned how systems, processes, and efficiency impact results. Over time, he transitioned into consulting, helping manufacturers improve performance.
In that role, he saw a pattern.
Many businesses struggled not because they lacked effort, but because they focused on the wrong things.
A Shift Toward Coaching and Sales Development
Eventually, Abraham moved into the insurance space, where he now works as a self-employed consultant. He trains agents in Medicare Advantage (MAPD) and life insurance.
These are demanding fields. High rejection rates and complex products make success difficult.
But Abraham doesn’t teach traditional selling techniques.
“Learning to listen to people, ask good questions, and identify what is important to them—that’s what actually works,” he says.
His approach focuses on understanding before offering solutions.
The Mindset Change That Made the Difference
One of the most important lessons in Abraham’s career came from his own mistakes.
“Biggest obstacle was not realizing that in order to be successful I needed to focus on the people I’m helping, not me,” he says.
That realization changed how he approached every conversation.
Instead of thinking about outcomes, he focused on the process. Instead of trying to convince, he worked to understand.
This shift made his results more consistent over time.
How He Applies This Approach Today
Abraham’s work today centers on helping others adopt the same mindset.
He trains agents to slow down conversations, ask better questions, and pay attention to what clients actually care about.
“Being a great listener and having a genuine desire to help people,” he says, “that’s the difference.”
He also emphasizes long-term thinking. His personal benchmark is steady improvement, with a goal of increasing results by 20% each year.
This kind of growth, he believes, comes from habits—not shortcuts.
What Drives Results in a Competitive Industry
In a field where many rely on scripts and pressure tactics, Abraham focuses on relationships.
One of his main growth strategies is simple.
“Referrals,” he says.
When clients feel understood, they are more likely to trust—and more likely to recommend.
This creates a more stable and sustainable path for growth, especially in industries like insurance.
Influence, Learning, and Staying Grounded
Abraham credits part of his approach to the influence of Dale Carnegie, known for his work on communication and human connection.
But he also relies on his own experience.
“Look at my past success,” he says. “That helps me stay grounded.”
Reading is another key part of his routine. It helps him continue learning and refining his approach.
Life Outside of Work
Outside of business, Abraham focuses on staying active and balanced.
He enjoys hiking, bodybuilding, pickleball, and traveling. These activities support both physical and mental discipline.
They also reflect the same consistency he applies in his work.
A Practical Idea That Scales Across Industries
Abraham Pinchuck’s career has taken him through real estate, manufacturing, and insurance. Each industry is different, but one idea has remained constant.
Understand people first.
“Have a genuine desire to help people,” he says. “That’s what works.”
It’s a simple concept. But applied consistently, it has shaped his career—and the way he helps others build theirs.
Business
Star Remains Week-to-Week, Unlikely to Play Soon in Lakers-Thunder Series

OKLAHOMA CITY — Los Angeles Lakers superstar Luka Doncic continues his recovery from a Grade 2 left hamstring strain suffered more than a month ago, with the latest updates indicating he remains on a cautious, week-to-week timeline and is not expected to return for the early games of the Western Conference semifinals against the Oklahoma City Thunder.
Doncic has not played since April 2, when he suffered the injury in a blowout loss to the very Thunder team the Lakers now face in the playoffs. As of May 6-7, 2026, he is progressing with on-court work but has not advanced to full-speed running or full-contact sessions, according to multiple reports.
Lakers coach JJ Redick has provided no firm update on a return date, while ESPN’s Shams Charania and Brian Windhorst describe the recovery as a “slow path.” Charania reported Sunday that Doncic “will be out to start this series” and is still not doing full-fledged running or contact work.
Timeline and Recovery Details
A typical Grade 2 hamstring strain recovery spans four to eight weeks. Doncic is now past the five-week mark since the initial injury. Doctors initially projected up to eight weeks, a timeline the Slovenian star referenced in recent comments: “The doctor said eight weeks at the beginning of the first MRI. So I’m just going day by day and I feel better every day.”
He has traveled to Spain for specialized treatment, including injections aimed at accelerating healing. Recent footage shows him putting up shots and doing controlled movement drills, but he has not yet begun the critical ramp-up phase of live 5-on-5 work or scrimmages required before playoff return.
Sources indicate he is expected to miss at least the first two games of the Thunder series. Game 3 in Los Angeles on Saturday would fall around the five-to-six-week mark, while Game 4 lands near six weeks. Even optimistic projections place a realistic return no earlier than Game 4, and many insiders believe the odds of him appearing in this series remain low unless it extends deep.
Impact on Lakers’ Playoff Run
The Lakers advanced past the Houston Rockets without Doncic, relying on LeBron James, Austin Reaves and strong team defense. However, facing the top-seeded, defending champion Thunder presents a far steeper challenge. Oklahoma City dominated the regular-season matchup against a shorthanded Lakers squad.
Without their leading scorer and playmaker, the Lakers enter as significant underdogs. James has shouldered extra minutes and creation duties, but the absence of Doncic’s gravity, passing and scoring punch is evident. Coach Redick has emphasized load management and collective effort, yet the team’s ceiling clearly rises with their All-NBA talent available.
Doncic himself has expressed frustration with the slow progress but remains optimistic. “I’m just doing everything I can. Every day I’m doing things I’m supposed to do,” he told reporters. His positive daily improvements offer hope, but medical caution prevails to avoid re-injury that could sideline him longer.
Medical and Expert Perspectives
Hamstring injuries are notoriously tricky in basketball due to the sport’s explosive movements. Re-aggravation risks are high if players return too soon. Experts note that while some athletes accelerate recovery through advanced treatments, the Lakers appear committed to a conservative approach with their franchise cornerstone.
Brian Windhorst stressed that Doncic “is not close” and has not started the full contact ramp-up. One doctor speculated Game 4 as the absolute earliest realistic window, assuming no setbacks. If the series reaches Game 7 around May 18, that would align closer to the six-to-seven-week mark.
What’s Next for Doncic and the Lakers
The Lakers will provide daily updates as the series progresses. Doncic’s availability will be evaluated on a game-by-game basis once he clears additional rehab milestones, such as full-speed sprinting, change-of-direction drills and live contact.
A return during the series, even limited minutes, could dramatically shift dynamics against the Thunder’s elite defense. However, rushing him back risks not only his health but also long-term implications for the Lakers’ future. With a new contract in place, preserving Doncic for future postseasons remains a priority.
For fans eager for his return, the message is patience. While the star is making daily strides and “feels better every day,” the combination of playoff intensity and hamstring caution suggests he is still weeks away from full availability. If the Lakers can steal games without him, a healthy Doncic later could spark a deeper run.
As the Western Conference semifinals unfold, all eyes remain on Doncic’s recovery. The 27-year-old MVP candidate has defied expectations before, but this injury demands respect. Lakers supporters will watch closely for any positive signs in the coming days, hoping their superstar can rejoin the fight sooner rather than later.
Business
South Star Battery Metals plans C$4M private placement

South Star Battery Metals plans C$4M private placement
Business
The Cost of AI Is Going Up | AI & Business for May 5
The bar for tech companies to make AI profitable was already high. Then came a surge in memory-chip prices that has sent costs through the roof, adding fresh urgency to questions about who’s going to pay for it all and how.
The tech companies that are largely funding the AI boom have been avoiding that riddle. They need to invest in chips and data centers as fast as they can to capitalize on the world-changing potential of AI, they argue. This isn’t the time for prudence.
Copyright ©2026 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8
Business
Lessons from High-Performing Campaigns You Need to Know
High-performing campaigns today aren’t just about visibility; they’re about measurable impact, relevance, and adaptability. With global digital ad spend surpassing $700 billion and dominating over 65% of total advertising, competition is intense, and only the smartest strategies cut through.
What separates top-performing brands is how they blend data, creativity, and customer understanding into cohesive campaigns.
Here are the key lessons modern brands are applying to stay ahead.
They Prioritise ROI Over Vanity Metrics
Modern campaigns are built around outcomes, not impressions. While likes and clicks still matter, brands now focus on conversion rates, revenue, and customer lifetime value. In fact, 83% of marketing leaders say demonstrating ROI is their top priority.
High-performing brands track performance across the full funnel, ensuring every campaign contributes to measurable growth rather than surface-level engagement.
They Combine Brand and Performance Marketing
The most effective campaigns no longer treat brand awareness and performance as separate efforts. Instead, they integrate both.
Recent data shows companies are rebalancing investments, with many increasing spend on brand building after over-focusing on short-term performance tactics.
The lesson is clear: campaigns that build recognition while driving conversions outperform those that chase quick wins alone.
They Invest Heavily in Content That Delivers Value
Content remains at the core of high-performing campaigns. Around 84% of organisations now have a content marketing strategy, and it continues to be a major driver of engagement and traffic.
What’s different today is the emphasis on quality and relevance. Successful brands are producing content that educates, entertains, or solves real problems, not just promotes products.
They Embrace AI to Scale Smarter
AI is no longer experimental; it’s foundational. Around 67% of marketers now use AI in content or SEO strategies, with 68% reporting improved ROI as a result.
High-performing campaigns use AI for:
- Audience targeting and segmentation
- Content ideation and optimisation
- Real-time performance adjustments
This allows brands to scale campaigns faster without sacrificing precision.
They Build Campaigns Around Personalisation
Generic messaging no longer works. Today’s audiences expect relevance at every touchpoint.
Leading brands use data to tailor messaging based on behaviour, preferences, and intent. This shift toward personalisation is a major driver of performance, especially in channels like email, where ROI can reach $36 for every $1 spent.
The takeaway is simple: the more tailored the experience, the stronger the results.
They Leverage Multiple Channels, Not Just One
High-performing campaigns don’t rely on a single platform. They operate across a mix of channels, including search, social, email, and video.
Organic search alone drives over 50% of website traffic, while social media and other channels play supporting roles in discovery and engagement.
Modern brands understand that success comes from channel synergy, not isolated tactics.
They Focus on Authenticity and Community
Audiences are becoming more sceptical of traditional advertising. Campaigns that feel overly polished or sales-driven often underperform.
Instead, brands are shifting toward authenticity, user-generated content, and community engagement. Many successful campaigns now rely on real voices and relatable storytelling to build trust and drive conversations.
They Use Video and Interactive Formats to Capture Attention
Attention is harder to earn than ever. That’s why 86% of businesses now use video as a key marketing tool, with most marketers considering it essential to their strategy.
High-performing campaigns go beyond static content by using:
- Short-form video
- Interactive experiences
- Live or real-time content
These formats increase engagement and keep audiences invested.
They Continuously Optimise, Not Set and Forget
The best campaigns are never static. They evolve based on data, testing, and performance insights.
Modern brands run ongoing A/B tests, refine messaging, and adjust targeting in real time. This continuous optimisation ensures campaigns improve over time rather than plateau.
They Work with Specialists to Maximise Performance
Behind many high-performing campaigns is a structured, expert-led approach. Brands are increasingly partnering with agencies and specialists to execute complex strategies effectively.
Working with experienced teams, such as neramarketing.co.uk, allows businesses to combine creative thinking with data-driven execution, ensuring campaigns are both innovative and results-focused.
Wrapping Up
High-performing campaigns aren’t built on a single tactic. They succeed because they combine strategy, creativity, and data into a cohesive approach.
Brands that prioritise ROI, embrace personalisation, leverage multiple channels, and continuously optimise their efforts are the ones seeing consistent results.
The difference today isn’t just what brands are doing, it’s how intentionally and intelligently they’re doing it.
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