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Salesforce Suffers Global Outage on Day Two of Dreamforce as Stock Slides for a Second Straight Session

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SAN FRANCISCO — Salesforce Inc. suffered a widespread global service outage Wednesday, the second day of its flagship Dreamforce conference in San Francisco, leaving customers across multiple continents unable to access core parts of its cloud software platform at an unusually inconvenient moment for the company.

According to Salesforce’s own status page incident tracker, the disruption began around 7:50 a.m. UTC, or roughly 3:50 a.m. Eastern time. The company said customers across all three of its operating regions could experience severe delays, intermittent errors, or a complete inability to access some services. “During a service disruption, end users can’t access the service,” Salesforce said in an update posted to its status page as the incident unfolded.

The outage’s reach extended well beyond the United States. Reports of disruption affected hundreds of Salesforce instances across markets including the United States, United Kingdom, Germany, France, India and Japan, according to tracking of the incident. Independent monitoring services logged a sharp spike in user complaints, with one service reporting that 69% of submitted issues related to website access, 16% to app functionality, and 15% to login problems.

Salesforce’s engineering team initially explored restarting affected systems as a potential fix, but that approach did not resolve the underlying problem. In a later status update, the company said it was “no longer pursuing restarts as a path to remediation,” adding that “customers continue to experience severe delays, intermittent errors, and inability to access some services and support case creation.” Salesforce said it would provide a further update within 30 minutes or sooner if new information became available.

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Salesforce’s investigation ultimately traced the disruption to an internal login service. According to the company, incoming requests were stalling while waiting for a response from that service, a bottleneck that consumed available server resources and cascaded into the broader access problems customers experienced across the platform. By 10:56 a.m. UTC, roughly 6:56 a.m. Eastern time, Salesforce said its engineering team had validated a fix on a test instance and begun rolling it out across all affected regions.

The disruption’s timing drew particular attention given its overlap with Dreamforce, Salesforce’s flagship annual conference, which runs from September 15 through 18 in San Francisco. The event is expected to draw more than 40,000 in-person attendees, with more than 200,000 additional people registered to participate online, and features more than 400 sessions this year centered on Salesforce’s push into what the company calls the “Agentic Enterprise,” its broader strategy around AI-driven business software agents.

That AI push has included a newly announced partnership with Anthropic, under which Salesforce is embedding customer data and workflow tools into Anthropic’s Claude chatbot through a plugin aimed specifically at sales teams. The partnership was announced alongside Salesforce’s fiscal second-quarter earnings release, in which the company reported revenue of $11.35 billion, up 11% year-over-year, and raised its full-year revenue guidance by $200 million.

Salesforce shares were already under pressure heading into Wednesday’s outage. The stock closed Tuesday at $255.65, down 1.46% from Monday’s close of $259.43, a pullback that followed a sharp 4.73% rally on Monday tied to anticipation ahead of Dreamforce. Shares fell a further roughly 0.5% in Wednesday premarket trading, changing hands around $254.40. Because Tuesday’s decline occurred before the outage began, it cannot be directly attributed to the disruption, though the incident adds a fresh factor for investors to weigh as they assess the stock’s performance through the remainder of the week. Broader index futures showed a mixed picture Wednesday morning, with contracts on the S&P 500 and the Nasdaq Composite both posting modest gains even as Salesforce shares slipped.

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Independent status-tracking services showed the scale of the disruption extending across a substantial share of Salesforce’s infrastructure. One tracker identified confirmed issues affecting more than 1,030 individual system components in North America alone, spanning Salesforce’s core service across multiple data center clusters. Separate monitoring logged the outage’s overall duration at more than four hours, with additional shorter incidents flaring up later in the day, according to historical incident data tracked for the service.

Customers experiencing access problems were directed by outside monitoring services to consult Salesforce’s own Trust Status page directly to determine whether their specific instance of the platform was affected, rather than relying solely on third-party outage trackers, which can occasionally lag behind or imprecisely characterize the true scope of an evolving technical incident.

Wednesday’s outage adds to a recurring pattern of high-profile disruptions affecting major cloud software providers over the past year, incidents that have increasingly drawn scrutiny given how deeply businesses across industries now depend on continuous access to cloud-hosted customer relationship management and sales tools for their day-to-day operations. For Salesforce specifically, the disruption’s timing alongside Dreamforce, an event explicitly designed to showcase the reliability and capability of its platform to tens of thousands of customers and partners, added a layer of irony that was not lost on observers tracking the incident as it unfolded.

With Salesforce having confirmed a validated fix was being deployed across affected regions by late Wednesday morning Eastern time, the company’s engineering team is likely to face continued scrutiny in the coming days over both the root cause of the login service bottleneck and whether additional safeguards will be put in place to prevent a similar disruption during future high-profile events on the company’s calendar.

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Netflix’s Bela Bajaria defines event strategy as streamer eyes more live sports

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Netflix's Bela Bajaria defines event strategy as streamer eyes more live sports
CNBC Sport: How Bela Bajaria sees Netflix's live events strategy

Netflix’s live sports strategy is predicated on finding games and tournaments it believes can be turned into events. That makes defining “event” paramount to the company’s success.

“The thing about an event is it’s buzzy, cultural, zeitgeist – that really sort of unmissable moment,” said Netflix Chief Content Officer Bela Bajaria in an exclusive interview last week with CNBC Sport. “There’s something in that that just feels like it’s very appointment TV, but also with great conversation around it.”

Bajaria spoke from Melbourne, Australia, the site of the first-ever, regular-season NFL game in the country. Netflix owned the global rights to the game, which resulted in a 27-7 victory by the San Francisco 49ers over the Los Angeles Rams.

CNBC asked Bajaria if NBC’s “Sunday Night Football, ” the most popular primetime program for 15 consecutive years, would classify as a Netflix “event.”

“If I had a dollar for every time I’m asked that, that money would just pay for ‘Sunday Night Football,’ and I wouldn’t even have to take it out of the $20 billion content budget,” Bajaria joked.  

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“The first NFL game [ever on Netflix] was Christmas Day, right?” Bajaria said. “So we’re like, Christmas is a holiday, Beyoncé is gonna do the halftime, and we can sort of turn that into an event. And it can be World Baseball Classic in Japan. It can be Home Run Derby, but it also can be Alex Honnold Taipei 101, when he climbed a building. It can be when we did the BTS concert in Seoul.”

Bajaria’s explanation suggests a large package of NFL games isn’t suitable for Netflix’s strategy, which echoes comments from Netflix co-CEO Ted Sarandos earlier this year. The NFL can potentially renegotiate its media rights for games beginning after the 2029-30 season, when the league has an opt-out clause on its current deal. NFL Commissioner Roger Goodell told CNBC last week that the league would consider reworking its established game packages.

Netflix is airing five NFL games during the 2026-27 season – last week’s Australia game, the first-ever Thanksgiving Eve game, two Christmas Day games, and a Week 18 game that’s guaranteed to be one of significance – either to decide a playoff spot or to determine seeding.

The NFL doesn’t currently sell a package of international games, but that might be appealing to Netflix if it existed, Bajaria said. There are nine international games this year and 10 scheduled for next season.

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“We obviously have this large global audience and a very engaged global audience,” Bajaria said. “I think people will probably just go to that as kind of like a natural, ‘Would we do international?’ We have lots of U.S. members who obviously love NFL and football, and so I think we’re always going to continue to have conversations.”

Bajaria also confirmed Netflix’s potential interest in bidding on the FIFA Men’s World Cup in 2030 and 2034. Netflix already has the Women’s World Cup U.S. and Canadian rights for 2027 and 2031. CNBC first reported Netflix’s interest earlier this year.

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“Obviously it’s a beloved sport around the world, and we have the Women’s World Cup, so I’m really excited about that. We have a great partnership and relationship with FIFA, so we’re definitely going to always have those conversations,” Bajaria said.

Ingesting other streamers

At the same time more media companies are pushing into live sports, the legacy players are also inking new strategies for streaming.

YouTube announced in July it would ingest content from NBCUniversal’s Peacock into its Premium subscription platform, a new model for the industry.

Bajaria suggested Netflix could be open to a similar arrangement. She called an existing partnership with France’s TF1 Group a “test” to embed live content from other media companies’ on its service.

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“The business is changing,” Bajaria said. “We can partner with TF1 locally, and that was sort of a conversation to like, oh, let’s try to test it.”

Bela Bajaria, CCO, Netflix speaks onstage during the NYC Premiere Screening and Party for BIG MISTAKES on April 6, 2026 in New York City.

Jenny Anderson | Getty Images

Bajaria specifically noted NBCUniversal as a company that already partners with Netflix in a variety of ways, which she said can sometimes help both companies get comfortable with the idea of trying something like ingestion. 

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Netflix already has an exclusive licensing deal with Universal on its feature films. NBC Sports also produces live sports on Netflix, including last week’s Australia NFL game.

“What I love is we can continue to grow and evolve the business,” Bajaria said. “There’s already a natural partnership in most of these countries, and so that’s going to always be continuing the conversations.” 

Competing with YouTube

Still, Bajaria isn’t interested in completely rewriting the rulebook.

She dismissed the idea that Netflix would change its business strategy to compete with YouTube and other short-form video services.

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YouTube’s streaming market share consistently grows each month, according to Nielsen data. For July, the video platform accounted for 14.2% of all streaming viewership. Netflix was the No. 2 service at 7.8%.

But Bajaria said she has no plans to change course at Netflix: TV series and movies will continue to be the platform’s bread and butter, she said.

“It’s too hand-wavy or dismissive to say, ‘Oh, young people only watch short things,” Bajaria said. “When we make things for young people that they feel are really authentic and great, they will come. And that’s the business. We’re still in that. We support creators and filmmakers and visions. We invest in film and TV. Really great stories connect with people all day long.”

Correction: This article has been updated to correct a transcription error in a quote attributed to Netflix Chief Content Officer Bela Bajaria. She said, “The thing about an event is it’s buzzy, cultural, zeitgeist.”

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C.H. Guenther acquires House-Autry Mills

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C.H. Guenther acquires House-Autry Mills

SAN ANTONIO — Expanding its presence in baking products and ingredients, C.H. Guenther & Son LLC has acquired House-Autry Mills Inc., a Four Oaks, NC-based branded and custom dry-mix flavor solutions provider.

Financial terms of the transaction, announced Sept. 16, weren’t disclosed. The deal brings together two longtime companies in the baking and grain-based foods sectors: House-Autry Mills, founded in 1812 as a grist mill in North Carolina, and San Antonio-based C.H. Guenther (CHG), founded in 1851 as a flour mill in Texas.

A Southern heritage food company, House-Autry produces breading, batters, hushpuppy mixes, pancake and waffle mixes, biscuit mixes, cornbread mixes, gravy mixes, seasonings, marinades, grits and other dry-mix flavor products. The company serves the foodservice, private label and retail channels, providing custom blending, formulation, packaging, large-scale manufacturing, research and development, and culinary innovation.

CHG said the addition of House-Autry extends its reach into priority markets and bolsters its position in ingredients that deliver authentic Southern flavor. CHG also described House-Autry’s products and manufacturing and innovation capabilities as “highly complementary” to its portfolio, noting that the combination of CHG’s scale, manufacturing and logistics and House-Autry’s custom dry-mix platform will enable greater customer innovation and menu differentiation.

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“House-Autry is an outstanding strategic fit for CHG,” said Rod Hepponstall, president and chief executive officer of C.H. Guenther. “The company brings a rare combination of deep heritage, trusted customer relationships, strong custom-formulation capabilities and a reputation for quality and service. Together, we will be even better-positioned to reach more customers and help them create custom products and memorable food experiences, while driving long-term financial growth.”

House-Autry operates specialized manufacturing operations in Four Oaks, NC, and Hogansville, Ga. The company has invested in flexible blending, packaging and R&D to drive menu differentiation and develop signature flavors that capitalize on consumer trends, according to CHG.

“We are excited to join the C.H. Guenther family and begin this next chapter for House-Autry,” said Derrick Marconi, president and CFO of House-Autry. “CHG deeply respects our family legacy and commitment to quality, service, innovation and care for customers and employees. This combination creates new opportunities to invest in our capabilities and expand our reach while continuing to deliver the Southern-crafted flavor and partnership our customers have trusted for generations.”

Commercial baking and food manufacturer CHG is a leading supplier of value-added grain-based and frozen food products for foodservice operators and select consumer markets. Its retail brands include such names as Pioneer, White Wings, Sun-Bird, Mi Rancho and Cuisine Adventures. Overall, the company — owned by investment firm PPC, management and other co-investors — operates more than 30 manufacturing plants in the United States, Canada and Europe and fields a roster of more than 2,500 products. 

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“This combination reflects CHG’s continued momentum as it expands its portfolio through complementary, value-added food manufacturers with differentiated innovative capabilities,” said Phil Iler, principal at Chicago-based PPC. “House-Autry’s heritage, customer relationships and custom dry-mix capabilities are highly complementary to CHG, and we look forward to continuing to support this terrific business in its next phase of growth.”

House-Autry Mills marks the second acquisition announced by CHG this year. In April, CHG said it acquired Les Aliments Mejicano, an Anjou, Que.-based maker of flour tortillas. That followed the acquisitions of Fresca Mexican Foods, a Boise, Idaho-based maker of flour tortillas, corn tortillas and tortilla chips, in June 2025; St. Paul, Minn.-based Baldinger Bakery and Canada-based Baldinger & Sons Bakery in January 2022; Mid South Baking Co., a supplier of buns and English muffins, in April 2019; and Bönen, Germany-based Wback GmbH, a baker of soft rolls in Europe, in February 2019.

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A sugar market at odds with itself

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A sugar market at odds with itself

KANSAS CITY — While “uncertainty” has become the buzzword of choice across agricultural commodity markets, “disconnected” may be the more appropriate term for the current state of the US sugar market.

Withdrawn offers from several domestic suppliers for 2027 contracts and strengthening prices that have jumped nearly 20% this year alone belie other factors that seem to be more fundamentally weighty, especially considering the current marketing year began on the heels of record domestic sugar production. These heavy domestic supplies have been compounded by the influx of historically strong imports in recent years, which earlier in the year had kindled ideas of potential forfeitures for US producers and spurred pleas for legislative interventions. Meanwhile, the outlook for demand remains under pressure from policy disruptions, economic strains and the rising usage of GLP-1 weight loss medications. Still, strength in US sugar prices has prevailed.

The sharp reduction in acres planted to sugar beets this year offers one explanation. If the reported area of 1,025,800 acres seeded to sugar beets in 2026 are harvested as projected, it would be the lowest area planted to sugar beets since 1950. On top of lower acres, both the sugar beet and sugar cane crops have struggled with severe weather events, from late spring freezes to widespread drought conditions. Dryness across several sugar beet areas has led many growers to push back harvest activities, which has delayed new product from entering the market in those regions. Also, an infestation of the pasture mealy bug in the Louisiana and Florida sugar cane crops has added another layer of uncertainty to overall production. Given the mounting concern, the US Department of Agriculture has trimmed the outlook for 2026-27 US sugar production. In the Department’s Sept. 11 World Agricultural Supply and Demand Estimates report, the USDA projected 2026-27 US sugar production at 8,839,000 tons, which would be the lowest outturn for domestic production since 2019-20, if realized.

However, the reduction in acres and output does not exclusively dictate the total available supply, which is supplemented heavily by imports. The USDA in the Sept. 11 WASDE projected total US 2026-27 supply at 14,268,000 tons, which is below recent years but remains close to the 10-year average of 14,441,500 tons. 

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“US production might be down a little bit, but it does seem like the rhetoric is a lot more dire than the data suggest,” one analyst said. “I think some price support makes sense because I do think some places will be tighter, but the rampant price gains we’ve seen in the past month don’t seem justifiable.”

Some market participants have argued that an increase in US sugar deliveries for food use this year provides justification for stronger prices, but the spike in deliveries likely was a result of suppliers implementing new policies that forced buyers to take delivery of contracted volumes rather than a reflection of strengthening demand.  

While firm prices and withdrawn quotes tend to indicate a lack of supply, not all users focusing on broad fundamentals seem swayed by the urgent tone of the market.

“I’m not concerned about not getting what I’ve already booked,” one buyer said. “I’ve got some concerns that there’s not a lot of sugar left on the open market for the coming year, but my feeling is that probably won’t happen. But if it does happen, I’ll just shift toward imports to fill our needs.”

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Guardian Metal Resources files annual report with SEC

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Protein sodas muscling into the mainstream

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Protein sodas muscling into the mainstream

CHICAGO — Clear and sparkling is gaining traction as one of the newest beverage formats satiating consumers’ appetite for protein. It’s whitespace in the ready-to-drink, better-for-you soda category, according to Chicago-based market researcher Mintel.  

Some consumers are currently home-hacking protein soda. They are combining protein products with sodas to create homemade floats and dirty sodas that deliver on both protein and flavor.

“When consumers go out of their way to build their own version of a product, the signal is clear: the market hasn’t caught up with demand yet,” Mintel said.

Today’s consumers want protein, but depending upon the daypart, many prefer a more refreshing format than shakes, smoothies and milk-based drinks, according to Mintel research.

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“Amid the frenzy of the wellness drink boom, there’s a reassuring quality to the emergence of clear protein,” said Alex Beckett, principal analyst with Mintel. “Yes, electrolytes, collagen and prebiotics are enjoying their moment, but consumers’ relationship with protein is special. It’s rooted. Making protein clear is a technical leap. And adding it into carbonated soft drinks — a sector with joy in its DNA — is an eagerly awaited fusion of wellness and reward.”

BellRing Brands, Inc., Emeryville, Calif., is offering Premier Protein Sparkling Soda, a carbonated clear beverage that delivers 15 grams of whey protein isolate in every 12-oz can, along with 90 calories and 3 grams of added sugar. The drink is formulated with five ingredients: carbonated water, whey protein isolate, cane sugar, natural flavors and stevia extract. The soda comes in four flavors: black cherry, grapefruit, lemon lime and pineapple orange.

“Protein drinks have traditionally been associated with thick, creamy shakes, and while our core business delivers on that important category, we saw an opportunity to be one of the first major brands that creates something entirely different,” said Chelsie Niehoff, associate director of innovation at BellRing Brands. “With so many protein products on the market, our new Sparkling Protein Soda offers a light, vibrant and genuinely enjoyable to sip option, opening up an entirely new way for people to enjoy protein throughout their day, beyond traditional morning and post-workout routines.”

Rise Wellness, a subsidiary of USANA Health Sciences, Inc., Salt Lake City, is growing its canned ready-to-drink protein beverage line with Protein Pop Balance, a sparkling, clear prebiotic soda. Each 12-oz can contains 15 grams of protein (10 grams of clear whey protein isolate and 5 grams of collagen) and 5 grams of fiber. The beverage is sweetened with a stevia leaf extract blend.

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epub_Screenshot-2026-03-23-094312_800x800_webp.jpg

Nestle Health Sciences has introduced Vital Proteins Collagen Sparkling Water.

| Photo: Vital Proteins

“Protein Pop Balance is all about giving people a lighter way to stay on track,” said Darin Perry, chief executive officer of Rise Wellness. “It’s a smart way to support your gut and your protein goals at the same time, without it feeling heavy. Balance brings together prebiotics, protein, collagen and fiber in one can that’s easy for consumers to grab and go.”

A few months ago, the company introduced its Protein Pop Plus soda. The zero-sugar carbonated drink provides 30 grams of a clear protein blend of whey and bovine collagen per 12-oz can. The product is marketed as supporting muscle growth and retention. The new line joins the original non-carbonated Protein Pop line that delivers 22 grams of whey protein isolate per can.

As some consumers move away from traditional sodas toward sparkling water and functional beverages that support daily wellness, collagen is evolving, too. Nestle Health Sciences, Vevey, Switzerland, owners of Chicago -based Vital Proteins, is introducing Vital Proteins Collagen Sparkling Water. Each 12-oz can features a full serving of collagen peptides that have been shown to improve skin health, according to the company. The beverage has zero grams of sugar, no artificial sweeteners and 15 calories.

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“Consumers today want their drinks to do double duty, hydrating while supporting their overall wellness goals,” said Jill Abbott, vice president of marketing strategy and innovation at Vital Proteins.

Austin, Texas-based Be Love has introduced Power + Restore. One 12-oz serving provides 15 grams of protein (13 grams are clear whey protein isolate and 5 grams are collagen peptides) and 100% of the Daily Value of essential vitamins and minerals. It also has no sugar and no artificial colors, flavors or sweeteners.

“Power + Restore isn’t about making another protein shake,” said Kurt Seidensticker, founder of Be Love. “It’s about creating a protein drink people genuinely want to reach for every day, one that tastes refreshing, fits into real life and reminds us that taking care of ourselves gives us the strength to care for the people we love.” 

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Bank of England sounds inflation alarm as it holds interest rates

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Charities say IRA gifts by deceased donors get held up

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Charities say IRA gifts by deceased donors get held up

Kevin Dodge | Tetra Images | Getty Images

A version of this article appeared in CNBC’s Inside Wealth newsletter, a weekly guide to the high-net-worth investor and consumer. Sign up to receive future editions, straight to your inbox.

For donors who want to leave a legacy and save on taxes, naming a charity to receive their retirement account upon their death is one of the simplest ways to do so. But nonprofit leaders and lawyers warn of a growing wrinkle in carrying out these last wishes.  

Typically, donors can leave their IRA to a nonprofit without adjusting their will. The amount is subtracted from their taxable estate, and the assets go to the charity — free of the income taxes that would otherwise be paid by the individual who inherits the estate.  

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But collecting these gifts can take months or even years of navigating red tape, according to experts. Some brokerages and banks require a nonprofit to open a new account with the institution before they’ll release the IRA assets, often asking for detailed and sometimes sensitive information. 

Experts told CNBC that in some cases, IRA custodians have sought the personal information of nonprofits’ employees or board members, such as Social Security numbers or home addresses, without even disclosing the gift’s value. 

The hurdles force charities to spend scarce staff time chasing funds intended for their missions and, occasionally, walk away from the gift altogether, the experts said.  

“These contributions are important, because a person has chosen to leave part of what they worked their entire life for to support our mission, and we want to honor that designation,” said Rob Hilbert, president of the Iowa PBS Foundation. “But we can’t do it if we don’t receive the funds.”

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Hilbert said his nonprofit once spent more than five years sending paperwork back and forth to receive a gift that turned out to be $6,000. While he acknowledged that was an extreme case, he said pushing back against what he characterized as invasive demands by brokerages is a frequent burden for the foundation.

Lawyers told CNBC that IRA custodians are generally not required to inform nonprofits or individuals that they are beneficiaries of these gifts, or how much they are owed.

Jon Kraus, executive director of gift planning at the University of Denver, said it once took two years to collect a donor’s investment account, which turned out to be worth $2 million. The university initially resisted the financial institution’s requests to open an account and to provide personal information of its then-chief financial officer, but ultimately gave in, Kraus said.

“That $2 million at 4.5% would have spun off $90,000 a year that we could have been awarding in student scholarships,” he said. “Instead it sat at the company in their assets under management.” 

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Many of the nonprofit leaders who shared their experiences with CNBC asked to keep some details, including the institutions they worked with, confidential, citing donor privacy and concerns about retaliation. 

Some nonprofits are now advocating for state laws that require financial firms to release funds and benefits in a timely manner and without forcing charities to create new accounts. 

In the past two years, six states have passed such bills. California is set to become the seventh with a donor intent bill sitting on Gov. Gavin Newsom’s desk. 

Kraus helped champion reform in Colorado that was signed into law in April. He said such legislation is critical, since the problem is likely to become more prevalent as the great wealth transfer triggers a wave of bequests and retirement-account gifts. 

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By Cerulli Associates’ estimate, $18 trillion is expected to be donated to charities and philanthropic causes by 2048. 

“There’s trillions of dollars sitting in these IRA and stock accounts,” Kraus said. “Getting this right and having a process, not just state-by-state, but hopefully, eventually at the national level — it’s going to have a huge impact on the ability of nonprofits to get these funds quickly and be able to use them for what the donor intended.” 

Few good options

Not all banks and brokerages require nonprofits to jump through hoops to receive designated funds. The charity leaders and lawyers who spoke with CNBC said some institutions, including Edward Jones and Merrill Lynch, are easier to work with. 

But the result is a patchwork of procedures and policies that vary by firm. And while IRA accounts are the most frequently cited example of the problem, it can also arise with other accounts that pass directly to named beneficiaries rather than through probate, including 401(k)s, life insurance policies and brokerage accounts.

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Lawyer Johni Hays has spent a decade helping charities push back against policies from custodians that she deems to be unreasonable. The estate and charitable gift planner said she provides advice and template letters on a volunteer basis to nonprofits including the University of Denver and the Iowa PBS Foundation.

Hays said she’s seen institutions require photos of employees’ driver’s licenses, their personal asset information and consent to credit checks.

“Charities are, frankly, willing to give their tax ID, their articles of incorporation, their 501(c)(3) status — all those things they have given for decades and decades,” she said. “It’s this extraneous stuff that has gone too far.”

Melanie Sadek, CEO of Valley Humane Society, an animal-welfare nonprofit, said these types of gifts are especially significant as they tend to be much larger than lifetime donations. 

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Sadek said she was inspired to advocate for reform in California after a two-and-a-half-year effort to collect a $70,000 IRA gift. 

In 2021, the humane society was named as one of nine beneficiaries of a donor’s IRA, which Sadek said the nonprofit only learned about through the donor’s sister. 

The charity’s paperwork to collect the gift was repeatedly denied over a period of two years, despite Sadek providing her SSN and personal information and that of two board members, she said.

The problem, Sadek learned, was that the bank required all nine beneficiaries to complete the paperwork within the same 90-day window. It took five months to coordinate with the other beneficiaries – whose names had to be obtained from the donor’s sister – and to submit the paperwork all on the same day, she said.

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These policies often pressure charity employees to choose between giving personal information or having their employer forgo needed funds. LCMS Foundation Vice President Brad Conrad said he’s provided such information at least 50 times since he joined the foundation, which supports the Lutheran Church, in 2019.

Conrad said he worries about having his identity stolen in the event of a data breach at any of the various institutions that now have his information on hand. Last year, Conrad said, he was particularly concerned about consenting to a credit check as he and his wife were in the middle of trying to buy a house. 

“This is not something that I anticipated when I took this job, and I don’t love doing it. My wife and three kids didn’t sign up for any of that,” he said. “Because I love the mission, I’m OK putting myself at risk, but yes, it is something that weighs on me.”

Customer protections

The experts who spoke with CNBC said the problem has gotten worse in the past five to 10 years. The sole cause is unclear, but there are several possible culprits: institutions becoming more aggressive, charities better marketing the tax-efficient strategy, or more donors dying as the population ages.

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They all said they still support this type of giving as it’s simple and tax-friendly for donors, despite the headaches that sometimes arise.

Hays, the lawyer leading efforts to smooth out the process of collecting IRA donations, said Fidelity and Schwab are two of the biggest brokerage firms known to frequently enforce requirements that can result in delays or denials related to beneficiary-designated accounts. 

Fidelity reported holding 20.3 million active IRA accounts as of the end of June. Schwab does not disclose this figure.

Fidelity declined to comment for this article.

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A spokesperson for Schwab said its policies are intended to execute clients’ wishes while meeting legal, tax-reporting and fraud-prevention obligations. The representative added that Schwab “continually evaluates opportunities to simplify the inheritance experience for all beneficiaries” in accordance with these requirements.

“Schwab is committed to carrying out a client’s beneficiary instructions and distributing inherited assets,” the spokesperson said in a written statement. “Upon receiving confirmation of a client’s death, Schwab makes every reasonable effort to identify and contact named beneficiaries and guide them through the inheritance process.”

A sign is posted at a Charles Schwab bank office in Santa Monica, California, July 21, 2026.

Justin Sullivan | Getty Images

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While financial institutions’ policies vary, they often invoke anti-money-laundering and customer-identification rules designed to prevent financial crime as the basis for such protocols, according to five lawyers who spoke with CNBC. However, those lawyers said custodians are not legally required to make charities open accounts to receive funds.

In 2020, a coalition of government agencies including the Financial Crimes Enforcement Network, or FinCEN, issued a fact sheet to “remind banks that the U.S. government does not view the charitable sector as a whole as presenting a uniform or unacceptably high risk of being used or exploited for money laundering, terrorist financing (ML/TF), or sanctions violations.”

In a 2024 administrative ruling, FinCEN said Bank Secrecy Act laws do not require broker-dealers to make charities open new accounts to receive inherited IRA funds. If a broker-dealer chooses to require a new account, however, it must collect identifying information from a charity official per customer due-diligence rules.

“They don’t have to require it. The proof is other major financial institutions are not requiring charities to jump through all those hoops,” said lawyer David Cahoone, who was Brown University’s director of philanthropic strategies and planned giving until 2024.

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Representatives for FinCEN and the Treasury Department did not comment for this story. 

Iowa State Representative Bill Gustoff said some concerns about liability could be genuine. For instance, a bank might need to reclaim distributed funds to cover a donor’s estate debts, said Gustoff, who is also a lawyer. 

However, he said, there are also financial incentives behind the practice, like collecting fees for managing assets. Gustoff introduced Iowa’s reform bill after becoming aware of the issue from Hays, who works at the same law firm, Thompson & Associates. 

“I think, unfortunately, there are some who are just unscrupulous who are trying to hold on to funds for various reasons or open and close accounts for various reasons,” said Gustoff. “I think that’s a lot of the driver behind this, just money and profit. And the person who left it to them is dead, so who’s going to complain, right?”

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Lawyer J. Scott Kilpatrick said regardless of the motivation, firms that market IRAs to wealthy clients as estate-planning tools should have clear systems in place to distribute the money efficiently. 

“You would think that if you’re an international, multibillion-dollar financial custodian … that you would have it built out so that when the person does pass, you are ready to fulfill the promise,” he said. “But many don’t.” 

What donors can do 

The first state-level reform law passed in 2024 in Iowa. Charity advocates in Missouri and Florida are working on similar efforts, experts in those states told CNBC.

Each of the six state laws that have passed has its nuances, but they generally require financial institutions to transfer assets in a timely manner. In Colorado, custodians have to transfer assets within 60 days of receiving an affidavit from the charity claiming the funds. 

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These laws, except Iowa’s, also stipulate that charities cannot be required to open an account, according to Hays.

While Iowa’s version faced no opposition, Hays said there has been pushback from lobbyists for the finance industry in other states, especially on requirements to inform charities that they are beneficiaries. Two states, Illinois and Tennessee, successfully included that provision in their laws, she said. 

North Carolina’s bill, introduced in March 2025, has been stalled in the state Senate since July.

California State Senator John Laird, author of that state’s bill on the matter, was optimistic about what reforms lie ahead. He noted that the California bill applies not just to charities but all types of beneficiaries.

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“It’s considered a niche issue for anybody it doesn’t affect, and then when you’re affected, it is not a niche issue,” he said. “If you were left a large bequest for somebody’s house, and you don’t know for three years, that is just a problem that needs to be addressed.”

And while reform gets underway state-by-state, experts said IRA donors can head off some of the anticipated hurdles before their death. 

Anne Calder, vice president of philanthropy at the Quad Cities Community Foundation, said donors can make it easier for their charities of choice by providing the intended recipients a copy of their beneficiary designation form and their account number.

Hays said donors can vote with their feet and move to financial firms that have smoother practices. She also recommended that donors tell charities in advance about the designation, though some donors can be shy about it. 

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“They don’t want the charity to think that they’re getting this wonderful, generous gift, and then the donor had to end up using the money and leave them with nothing,” she said. “But the charities are obviously fine with that. It’s the donor’s money.”

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Talon Metals: Q4 Feasibility Study Is Key To Answering Uncertainties

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Talon Metals: Q4 Feasibility Study Is Key To Answering Uncertainties

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What Good Looks Like in a Payment Processor: A Merchant’s Checklist

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How the Right POS System Can Improve Everyday Business Operations

Most business owners pick a payment processor the way they pick a coffee order: fast, cheap, and rarely thought about again. That works fine until a chargeback spikes, a rate quietly climbs, or a support line goes unanswered during a busy weekend. By then, switching costs time and money that a little upfront diligence would have saved.

William Stapleton, President and CEO of Iron Rock Payments, has spent years on both sides of this problem. Before running Iron Rock, he built and sold a credit card processing company, so he has seen how processors are put together from the inside and how merchants experience them from the outside. That gives him a clear view of where the gap between the two usually sits.

Start with what the rate actually includes

The quoted rate is the easiest number to compare and often the least useful one. A processor advertising a low headline rate can still cost more once you add batch fees, statement fees, PCI compliance fees, and early termination penalties.

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Stapleton’s view is that merchants should ask for the full fee schedule in writing before signing anything, not after.

“A rate quote with no fee schedule attached is not a real quote,” he says. “It is a starting number designed to get you to sign, and the real cost shows up on your first three statements.”

A short list worth asking for

  • The full interchange-plus or flat-rate breakdown, not a blended average
  • Monthly, annual, and PCI compliance fees, listed separately
  • Chargeback fees and how they are handled
  • Early termination terms, in plain language

If a sales rep hesitates to put these in writing, that hesitation is the answer.

Judge support by how it behaves under pressure, not on a slow day

Every processor sounds responsive during the sales call. What matters is what happens when a terminal goes down on a Saturday or a deposit does not land on time. Stapleton points to this as the single biggest gap between processors that look similar on paper.

“You don’t find out what support really means until something breaks,” he says. “Ask who answers the phone at 9pm on a weekend, and ask what happens if that person can’t fix it.”

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A good way to test this before signing is to call the support line directly, outside business hours if possible, and see how long it takes to reach a person rather than a queue.

Match the technology to how the business actually takes payments

A retail counter, a service business that invoices clients, and an online store all need different things from a processor. A common mistake is picking a processor built around one use case and then bending the business to fit it.

Stapleton suggests working backward from the actual transaction flow: how customers pay, where the money needs to end up, and what reporting the business owner actually looks at each week. A processor that can’t answer those three questions clearly during a sales conversation usually can’t answer them well after the contract is signed either.

Questions to bring to that conversation

  1. How does settlement work, and how many days until funds are available?
  2. Can the reporting dashboard show what the owner needs without a manual export?
  3. Does the equipment or software integrate with the point-of-sale or accounting system already in place?

Read the contract length before the rate

A processor offering a very low rate tied to a long contract term is making a trade the merchant should notice. Stapleton’s advice is to treat contract length as its own line item, separate from price.

“Ask yourself what you’re giving up in flexibility for that discount,” he says. “If the business changes, or the processor’s service slips, you want a way out that doesn’t cost more than staying would have.”

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Shorter terms with slightly higher rates often work out cheaper over time, once the cost of being locked into bad service is counted.

Watch for what happens after the first year

Introductory rates are common, and they are not inherently a problem. The issue is when a merchant does not notice the rate reset because nobody flagged it. A simple habit fixes this: put a calendar reminder for the date any promotional rate ends, and compare the new statement against the original fee schedule.

What good actually looks like

Pulled together, a processor worth keeping usually has a few things in common: a fee schedule you were given before you signed, support that answers when something breaks, technology that fits how the business actually takes payments, and contract terms that don’t punish you for wanting out. None of that is complicated. It just requires asking the questions before the account is open, not after the first bad statement arrives.

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McVitie’s owner Pladis sees profits fall but vows to continue its global investment after ‘resilient’ year

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Snacking giant revenues up but was affected by ‘inflation, currency volatility, pressure on household budgets’

The Jaffa Cake production line at the McVitie’s plant in Stockport, Greater Manchester, which is owned by Pladis

The Jaffa Cake production line at the McVitie’s plant in Stockport, which is owned by Pladis(Image: Three Crows & Co)

McVitie’s and Jacob’s owner Pladis has vowed to continue investing in its factories and brands despite seeing a fall in profits as inflation and economic uncertainty continue to bite.

The global snacking giant reported revenues for 2025 of £3.3bn, up 1.2% on 2024. Operating profits fell from £344.4m to £301.6m, while overall pre-tax profit fell from £181m to £49m.

Chairman Murat Ülker said: “Our external context in 2025 was shaped by commodity inflation, currency volatility, pressure on household budgets, and intense competition across our markets.” But he said revenue growth showed “continued progress across both mature and growth markets… demonstrating the enduring relevance of our brands.”

He said: “Through a focus on productivity, waste reduction and careful management of operating costs, we continued to strengthen the resilience of our business.”

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And he added: “Alongside our heritage, we continue to invest in innovation, technology and new capabilities so that our brands remain relevant to changing consumer expectations while staying true to the qualities that made them trusted in the first place.”

The year also saw Pladis commit to a £68m investment at its UK sites. That included a £21m investment at its Jaffa Cake factory in Stockport, as well as a £33m overhaul of its Jacob’s Cream Crackers bakery in Aintree, Liverpool. The company also investment £2m at its Carlisle biscuit factory, creating dozens of jobs.

The group also invested £8.6m in its Cairo site and another £4.6m in a BN production line in France. 2025 also saw Pladis mark the 100th anniversary of McVitie’s Chocolate Digestives.

Sridhar Ramamurthy, chief financial officer at Pladis, said: “Pladis delivered a resilient performance in 2025, growing revenue to £3.3 billion and maintaining market-leading positions in the UK, Türkiye, Saudi Arabia, Egypt and elsewhere. This reflects the enduring strength of our branded portfolio and the focus and commitment of our teams around the world. It was achieved in a year that tested every part of the food industry – from commodity inflation and currency volatility to broader macroeconomic headwinds.

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“Our private, family-owned structure gives us the freedom to take a long-term view, beyond the reporting cycle. That perspective shapes how we invest in the business: in 2025, we invested £100 million in capital expenditure to support efficiency, capacity and resilience, while continuing to innovate across our priority brands.

“We are building from a strong commercial platform and our priorities remain clear: to keep building our brands, bring innovation to scale, accelerate digitalisation and manage cost, cash and capital with rigour. That combination of long-term investment and financial discipline is central to strengthening our competitiveness and creating value over time so that we can continue bringing happiness with every bite.”

Pladis was founded in 2016 and today employs more than 15,000 people in more than 110 countries. Its brands include Carr’s, Flipz, GODIVA, Ülker and BN, and it bills itself as “the world’s fourth-largest sweet biscuit manufacturer, the seventh-largest chocolate manufacturer and the eighth-largest savoury biscuit manufacturer”.

Since the year end, Pladis has continued its efforts to grow the McVitie’s brand in China, which it sees as a key growth market.

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