For decades, multinationals largely framed China in one of two ways: The country was either an enormous growth market—challenging to operate in, but too big to ignore—or a rising competitor, increasingly difficult to out-run. As a result, they organized China operations downstream—focused on localization, market access, and revenue—while keeping core innovation anchored elsewhere.
American Express is sending out a targeted welcome offer of 110,000 bonus SkyMiles on the Delta SkyMiles Platinum Business Card. The offer was sent out via email.
To earn the bonus, applicants must spend $4,000 in eligible purchases within the first 6 months of card membership. The card has a $350 annual fee, and the offer is scheduled to end on July 15, 2026.
This appears to be a targeted offer, so mileage bonuses may vary depending on the application link or account.
110,000 SkyMiles is one of the best ever offer on the Delta Platinum Business card. The current public offer is for 100,000 SkyMiles.
Even if you’re not a huge Delta flyer, that’s a lot of miles for a relatively manageable spending requirement.
HT: Safwan
Investors simply don’t know what to make of Oracle (ORCL 2.28%). The cloud infrastructure and artificial intelligence (AI) provider has reported better-than-expected results for three consecutive quarters, yet the stock sits near where it began 2026.
Expectations were high heading into the company’s quarterly financial report, as investors were hoping to get some insight into the company’s AI-driven future, but things remain as murky as ever, and despite delivering a beat and raise, the stock was down as much as 10% in after-hours trading (as of this writing).
Let’s take a look at the results, how Oracle performed, and why investors shrugged off the results.
Image source: The Motley Fool.
To say Oracle reported record results might be an understatement, as the company used the word “record” 20 times in its quarterly financial report. For its fiscal 2026 fourth quarter (ended May 31), both sales and profit growth came in ahead of expectations. Record revenue of $19.2 billion climbed 21% year over year, driving record adjusted earnings per share (EPS) that increased 24% to $2.11.
For context, analysts’ consensus estimates called for revenue of $19.09 billion and adjusted EPS of $1.96, so Oracle surpassed both benchmarks with ease.
Growth in the company’s cloud segment accelerated once again, jumping 47% year over year to a record $9.9 billion and accounting for more than half of Oracle’s total revenue. The vast majority of that increase came thanks to Oracle Cloud Infrastructure (OCI), which competes in cloud computing with the likes of Amazon Web Services, Alphabet‘s Google Cloud, and Microsoft Azure. OCI revenue grew 93% year over year in the current quarter — outpacing all of its larger rivals.
Oracle’s backlog once again made headlines. The company’s remaining performance obligation (RPO) — the value of contracted sales not yet included in revenue — rose to a record $638 billion, surging 636% year over year, after adding $85 billion during the quarter.
The company noted that most of the RPO increase was due to “large-scale AI contracts” in which the customer prepaid Oracle for the purchase of graphics processing units (GPUs) or purchased the GPUs and supplied them to Oracle. The company was quick to remind investors that “This substantially reduces the amount of capital Oracle must raise to build out our AI data centers.”
For the upcoming first quarter, Oracle’s outlook calls for revenue of $19 billion at the midpoint of its guidance, representing year-over-year growth of 28%. The company is also forecasting cloud revenue of $11.6 billion, an increase of 61% at the midpoint, or 60% in constant currency. This would result in adjusted EPS of $1.74, up 19% in U.S. dollars.
Oracle maintained its full-year fiscal 2027 revenue forecast of $90 billion, up 34%, but raised its adjusted EPS forecast to $8.05, representing 18% growth.
Finally, the board of directors declared a dividend of $0.50 payable on July 24 to shareholders of record as of July 10. That works out to a yield of 1%. With a payout ratio of just 40%, there’s still plenty more where that came from.
Today’s Change
(-2.28%) $-4.70
Current Price
$201.11
Market Cap
$592B
Day’s Range
$198.19 – $212.38
52wk Range
$134.57 – $345.72
Volume
1.9M
Avg Vol
27.2M
Gross Margin
64.30%
Dividend Yield
0.97%
That all sounds like good news, so why is the stock falling? It seems there were two concerns for investors. First, Wall Street was expecting cloud revenue of $9.99 billion, but Oracle fell short at $9.91 billion. In my book, that suggests analysts need to adjust their models to get their estimates closer to reality. However, the second and more likely culprit was Oracle’s plan to raise $40 billion to fund its data center build-out, which the company said would be funded through a mix of equity sales and debt.
Oracle is already saddled with a growing mountain of debt totaling more than $162 billion, with more than $50 billion added over the past year alone to fund its data center build-out, so investors are likely wary of taking on any additional debt. Furthermore, additional stock sales will likely dilute existing shareholders, reducing shareholders’ proportional ownership of the company. That’s rarely taken well by investors.
Moreover, there are still worries about Oracle’s $300 billion of RPO related to OpenAI. Earlier this year, the start-up revealed it was generating $2 billion in monthly revenue, but has yet to turn a profit. As such, investors are concerned that 47% of Oracle’s RPO depends on OpenAI’s success or failure, so it’s viewed with a wary eye.
While these issues certainly bear scrutiny, I think the after-hours sell-off is overdone.
Despite its consistently improving performance, Oracle stock is still attractively priced at 25 times forward earnings.
Hello guys, welcome back to the channel! Today, we’re diving deep into the world of “one piece” cards and their potential for “investing” as we explore the market trends for 2026. I’ll be analyzing specific cards like “gold roger” from the “one piece anime” and discussing how “luffy” cards might perform. Join me to see why I believe these cards are poised for significant growth!
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The Bank of Canada held its key interest rate but reiterated that U.S. trade uncertainty and the Iran war may mean it needs to either cut or deliver consecutive hikes to keep inflation stable.
Decision Architecture: The Real AI Edge
The CEO of Apogee 21 Holdings recently announced that he had moved to purchase the Danville-based company. Here’s why.
INK Cash | INK Unlimited (these are not yet live)
This info is coming from a Chase memo circulating among bankers. It appears that the new 100k offer will be both in branch and online. Referral bonus was increased to 40,000 points on these cards – it’s possible that referral links will have the 100k bonus as well, we’ll have to wait and see.
Standard offer on these no-fee cards has always been either 75,000 or 90,000. This upcoming 100,000 offer is the highest ever: despite the slightly higher spend requirement, this is an amazing offer for a no-fee card. We’ll add this to our list of Best Current Credit Card Signup Bonuses when it goes live.
For a while now, the INK Preferred ($95 fee) card has been offering 100k points bonus, so that’s another option to consider.
Anthropic is one of the biggest innovators in the trillion-dollar AI industry, having just gone public at a staggering $965 billion valuation, and cemented Claude as one of the most capable assistants on the market. As one of the hottest employers of the AI wave, it has applicants streaming in for six-figure roles. Now, the architect behind Anthropic’s Claude Code, Boris Cherny, just revealed three ways to stand out when applying at the tech giant.
“Number one, we like generalists, because they have context across more than just engineering,” Cherny recently said onstage at Fortune’s Brainstorm Tech conference. “We love people that have context across engineering and design, engineering and product, data science and design.”
While Anthropic is on the hunt for talent that are jack-of-all-trades, it’s also on the lookout for applicants consumed by their own intellect.
Cherny said his second hiring rule is picking candidates with a “low ego,” joining a chorus of CEOs turning away applicants for being too big for their britches. And the AI creator adds that curating a hard-working team of humble employees fosters trusted collaboration among all coworkers.
“Ego just gets in the way of stuff,” Cherny continues. “You want to be okay and safe shipping an idea that might turn out to be bad. It’s not your fault, it’s okay to be wrong.”
The Claude Code architect adds one last requirement to his hiring line-up: being able to admit failure, and move on. The characteristic feeds back into that “low ego” archetype of talent that embraces criticism from others—especially clients.
“The third thing is we love empiricists. So people that are learning from the data, and that are anchored to reality,” the AI leader said. “Like, ‘I have a brilliant idea, but then I talk to a customer and they told me that I’m wrong. I’m probably wrong.’ And, ‘I should probably throw out that idea and try something else. And that’s okay.’”
Cherny isn’t the only employer allergic to hiring talent with big egos; Ben Goodwin, the CEO and cofounder of probiotic soda brand Olipop, couldn’t agree more.
The entrepreneur cautioned against hiring professionals that are so focused on their own success that they can’t collaborate: “We cannot hire people whose personal egos are ever bigger than the mission of the team,” Goodwin told CNBC in 2025.
Claire Isnard, the ex-CPO and COO of luxury fashion house Chanel, is focused on personality when it comes to hiring. The first thing she look for is values, and how they would fit in within the culture of the 116-year-old historic brand. The best candidates hit Chanel’s “high standards” of excellence, integrity, and collaboration, Isnard said. And that includes working together as a team without an inflated sense of pride.
“If people have big egos and want to work solo or are mercenaries doing things only for the short-term, they’re not going to fit,” Isnard told Fortune last year.
CEOs also raise an eyebrow when candidates say “I” a lot within interviews.
Wisp CEO Monica Cepak says when she asks applications about the hardest problem they’ve solved at work, those who never drop the word “we” ultimately “can’t work well in an environment like ours,” the leader said. And Twilio CEO Khozema Shipchandler has echoed the same red flag.
It may sound counterintuitive to tried-and-true strategies in getting hired; job-seekers are advised to speak on their own accomplishments, so it’s only natural that they reference themselves. But the chief executive of the $32 billion cloud communications platform believes using “I” too often signals that candidates aren’t collaborative or leadership-ready.
“I don’t really think that demonstrates leadership particularly well. What I do is easy because people are supposed to listen to me. I can bark orders and ideally they follow them,” Shipchandler told Fortune in 2025. “But the hard leadership is when you’re not in charge. How do you get people, through data, passion, charisma, persuasion, to get people to do things? I really try to test for that.”
When Asha Sharma became CEO of Xbox earlier this year, it wasn’t the culmination of a carefully plotted path to the corner office at one of the world’s biggest gaming brands. If anything, it was a reaffirmation of a philosophy she’d followed for years: instead of dreaming of the future, focus on excelling at the job in front of you.
“I never obsessed on what I wanted to be when I grew up,” Sharma said at Fortune’s Brainstorm Tech conference in Aspen, Colorado, on Tuesday.
“I only obsessed on what I wanted to do—whether it was selling coupon books or putting on concerts—so I could raise money, so I could have my lunch money…whether it was being the best at taking out the trash at the park that I worked at, I just tried to obsess on being great at what I was doing, so I can earn the next job.”
That mantra traces back to her roots in the Midwest, where she earned a business degree from the University of Minnesota, and launched a park center for at-risk teenagers in Minneapolis. From there, she built a career that zigzagged through marketing at Microsoft, a COO stint at startup Porch Group, product leadership roles at Meta, and a COO post at Instacart before returning to Microsoft in 2024 as president of CoreAI product.
Each move looked less like a master plan and more like someone who kept proving herself until the next door opened.
Now in her late 30s, Sharma was tapped in February to replace long-serving gaming chief Phil Spencer—a move that raised eyebrows given her non-gaming background. The business she inherited hasn’t exactly been humming: according to Microsoft’s most recent earnings report, Xbox hardware revenue fell 33% year-over-year, with content and services down another 5%. In many ways, Sony’s PlayStation and Nintendo’s Switch have pulled ahead in the console wars, and the pressure on Sharma to reverse course has been loud.
But her early moves have at least injected new energy into the brand. She cut the price of Xbox’s Game Pass service—a widely praised call—and at Brainstorm Tech this week, hinted at new exclusive game offerings and more flexible consumer plans. Her operating philosophy on consumers, she said, mirrors the one that got her to the job: “earn every single player.”
The social media response to her ascent has been broadly warm. “Hiring her may be the single best thing Microsoft has done,” read the top comment on Fortune’s Instagram post of Sharma discussing AI in gaming—racking up more than 5,000 likes.
“I think it’s really special to be the CEO of Xbox,” she concluded on stage with Fortune. “It’s beyond my wildest dreams.”
Sharma is part of a broader pattern among business leaders who admit career growth often comes less from chasing titles and more from focusing on excellence in the role already in front of you.
Ron Vachris, now CEO of Costco, has described a similar philosophy in his own rise through the company. Earlier this year, he said advice from his father shaped his approach to career progression: “Don’t chase a title. Don’t chase anything big. Just go make yourself your own success.”
Similarly, the CEO of hotel search company Trivago, Johannes Thomas, said that going with the flow actually can be a secret career unlocker—and it elevated him to the C-suite.
“I never had concrete plans in my life,” Thomas told Fortune last year. “I just followed where the energy was, where my curiosity was.”
“I think the more you stay adaptive and do different things and not be too focused in one thing and not stay in the comfort zone for too long, I think the more likely are your odds of having a thriving future,” Thomas added.
Even Sharma’s boss has echoed that mantra. Speaking with LinkedIn in 2023, Microsoft CEO Satya Nadella said that especially early in his career, he always felt it was important to focus less on the next job—and more on how he can be successful with his current tasks.
“I felt the job I was doing there was the most important thing,” Nadella said. “I genuinely felt it. And then of course it helped me get my next job.”
The best acceleration advice he ever got, he’s said, came from a manager who pushed him to think bigger: “What if you thought of your job not as your job but as my job—and what would you do?”
However, Nadella revealed that some of the best career acceleration advice he ever received came from a manager who encouraged him to expand his view of responsibilities: “‘Hey, what if you did a thought experiment and thought of your job not as your job but as my job, and what would you do?’”
