Kato officially assumes her greatest challenge yet - CIO of Toyota's Woven Capital and CEO of Toyota Invention Partners. The latter appointment makes her the first female CEO of a wholly owned Toyota subsidiary.
Hugh Frater brings experience spanning mortgage-backed securities, agency finance, and commercial real estate lending at a time when nonbank lenders are racing to modernize underwriting and secondary market execution with automation and AI.
Electrification generated about $5 billion in revenue in '22, and we now expect that number to be $13.5 billion to $14 billion in '26, and we are just getting started. Total backlog hit a record $150 billion at year-end 2025. That's not a quarterly number, that's a multi-year revenue runway already locked in.
We used to be strong and a pacesetter. We haven't been for the last few years. His assessment was clear: Target has lost its way and, to some extent, its identity. The retailer affectionately nicknamed 'Tarzhay' for its cheap-chic merchandise had earlier on Tuesday reported a fourth quarter in a row of declining comparable sales.
CEOs are struggling to find their footing these days. Their role seemed clearer during Covid, when many executives rose to the challenge of becoming inspirational figures. They led their businesses while guiding their employees through a challenging shared experience. That was the case as well for many U.S. CEOs in 2020 when George Floyd's murder shocked the nation, and employees looked to their leaders for guidance and assurance.
"Tariffs are written in DC, and they're felt in the COO's inbox," Jason Schloetzer, a professor at Georgetown's McDonough School of Business, told Business Insider. "It's kind of an impossible job."
Our Multicloud database business is our fastest growing business - up 817% in Q2. Oracle is building 72 multicloud datacenters embedded within Amazon, Google, and Microsoft clouds, and has over 211 live and planned cloud regions worldwide, more than any competitor. That's the "chip neutrality" strategy in action: Oracle runs wherever the customer wants to run, which is why hyperscalers are signing contracts, not competing with them.
Boeing entered 2021 still reeling from the 737 MAX grounding, then faced COVID-19 decimating air travel demand, supply chain failures, a door plug blowout in early 2024, and a machinists' strike that produced just 57 commercial deliveries in Q4 2024. The company burned through cash, piled on debt, and suspended its dividend.
Holding a bad position out of pride is far more expensive than taking the loss. Abel is signaling he won't be sentimental with capital. Freeing up roughly $7.7 billion from a stagnant holding and redeploying it into something with actual momentum is exactly what a new CEO should do.
On one side stood Dell, fighting to take his eponymous company private and rebuild it away from the merciless glare of quarterly earnings calls. On the other stood famed activist raider Carl Icahn, who aggressively peddled a proposal amounting to purely destructive financial engineering at the cost of the company - a scheme involving stock buybacks, warrants for future shares, and ruthless plans to carve up Dell's creation for quick, extractive cash.
Warning to executives: Don't get too comfortable in your corner office. Nearly one in nine CEOs was replaced last year, the highest rate since the financial crisis, and CFO turnover hit a seven-year high, according to new data from Russell Reynolds Associates. The replacements are younger and greener. More than 80% of the 168 incoming CEOs were first-timers with no prior experience running public companies.
Breitbard said that if no one is sure why a recurring meeting is happening, it should be examined critically. "If it's a default meeting, like it happens every single week, then I feel like we need to question it," Breitbard told Business Insider. His second rule is to keep the invite list tight. Breitbard said it's a red flag when he walks into a meeting, and someone asks, "Oh, are you in this meeting?"
Our conversation reminded me why GE was revered for much of its 133-year history. This was the company that Thomas Edison built, with a management system so potent that investors once believed it could be applied to light bulbs, nuclear reactors, Saturday Night Live and its opaque GE Capital finance arm with equal results. At its peak in 2000, GE's market cap hovered around $600 billion, more than $1 trillion in today's dollars.
Shilpan Amin sits at the operational core of General Motors. As the global chief procurement and supply chain officer, his remit cuts across engineering, manufacturing, finance, and the company's vast supplier network. At GM's scale, procurement is not simply about buying parts. It determines how capital is deployed, how risk is priced and absorbed, how quickly vehicles move from design to launch, and how the company navigates geopolitical shocks while protecting long-term margins.
