12,438 press releases in English indexed under finance.
NEW YORK, Oct. 5, 2026 -- Why: Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of XTI Aerospace, Inc. (NASDAQ: XTIA) between April 15, 2026 and August 17, 2026, both dates inclusive (the "Class Period"), of the important October 27, 2026...
NEW YORK, Oct. 5, 2026 -- Why: Rosen Law Firm, a global investor rights law firm, announces an investigation of potential securities claims on behalf of shareholders of Azenta, Inc. (NASDAQ: AZTA) resulting from allegations that Azenta may have issued materially misleading...
NEW YORK, Oct. 5, 2026 -- Why: Rosen Law Firm, a global investor rights law firm, announces it has filed a class action lawsuit on behalf of purchasers of securities of Anavex Life Sciences Corp. (NASDAQ: AVXL) between November 26, 2025 and August 28, 2026, both dates...
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of Unicycive Therapeutics, Inc. (NASDAQ: UNCY) between December 29, 2025 and June 29, 2026, both dates inclusive (the “Class Period”), of the important November 2, 2026 lead plaintiff deadline.
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of Lincoln Educational Services Corporation (NASDAQ: LINC) between May 11, 2026 and August 9, 2026, inclusive (the “Class Period”), of the important November 10, 2026 lead plaintiff deadline.
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, reminds purchasers of common stock of The Simply Good Foods Company (NASDAQ: SMPL) between October 24, 2024 and April 8, 2026, inclusive (the “Class Period”), of the important October 13, 2026 lead plaintiff deadline.
McKinney, TX Monday Oct 5, 2026 @ 8:00 PM Central — For a decade, the software playbook was simple: buy the best tool for each job and wire them together. idhubs says that era is over. Justin Mackenzie of The Building Texas Show sat down with two idhubs leaders, Founder and CEO/CTO Rojit Sorokhaibam and Chief Growth Officer Brandon Fears, to discuss why the integration model breaks under AI, what replacing the traditional software stack actually looks like, and how the company is addressing the challenges of enterprise migration. Justin: Start on a Tuesday morning. What does this problem look like for an actual business owner? Brandon: It looks like chaos they didn't choose. A business under 200 employees runs about 42 separate applications. A manager who wants to convert a prospect, send an onboarding agreement, bill a deposit and assign a kickoff task touches five of them: copy from the CRM, paste into a document tool, download, upload to e-signature, log into accounting to invoice, open a project board to assign. Five apps; five logins; one simple objective. Multiply that across a week and most of the day goes to running software instead of running the business. Rojit: And none of those systems actually agree with each other. The data in one is a slightly different version of the data in the next. For ten years the industry sold that gap as a feature and called it "best of breed." Justin: You're saying the integration model itself is the problem. Why does it break now? Rojit: AI. When AI was a chatbot, siloed data was an annoyance. Now that AI is becoming an agent that executes multi-step work, siloed data is a wall. An agent cannot intelligently complete a workflow if it has to reach across five databases that only pretend to talk through brittle webhooks. We call that context blindness. True intelligence needs one data foundation and you cannot bolt that on after the fact. Brandon: That's the line that matters: integrated means two databases that learned to talk. Native means there was only ever one. Justin: "Context blindness" is a great phrase, but let’s get concrete. What does an AI agent actually do in idhubs out of the box? Give me a real workflow, not just a buzzword. Rojit: Let’s look at customer success. In a fragmented stack, if a user posts a complaint in a community forum, a support agent has to manually read it, open the CRM, find the account, check the billing module and draft a reply. In idhubs, the AI agent natively reads the community post, instantly pulls the user's billing history from the unified invoicing module, identifies a double-charge, auto-drafts a credit memo and routes it to the manager for one-click approval, all without a human ever copying and pasting data between tabs. It executes the workflow because it has the context. Justin: So what did you build? Rojit: One natively unified operating system. Core business functions, CRM, E-commerce, community, invoicing, AI on a single shared data layer. We're not another tool for the stack. We replace the stack. Justin: You also offer a white-label community and social commerce layer. Why does that belong in an operating system? Brandon: Because the front office and the back office are the same database. An organization that deploys idhubs gets its own branded, private ecosystem: a secure internal collaboration suite for staff and a white-label community and commerce platform for its members or customers. When you build your community on a third-party social platform, you rent your audience; you don't own the data, you don't control the algorithm and you can't monetize without a cut taken off the top. Here the organization owns the relationship and because the community data lives natively beside the CRM and commerce data, a discussion can become a transaction or a support ticket without ever leaving the branded environment. It's a closed loop instead of five disconnected ones. Justin: Let me push on the architecture. If I put my CRM, financials, community and commerce in one platform, haven't I built a single honeypot? One point of failure? Rojit: That's the right question for any CIO to ask and it's why we didn't just stand up one central database and call it done. We run a permissioned, private Hyperledger Fabric network underneath the platform. Think of a public blockchain as a town square where everyone sees every transaction; this is the opposite. Fabric uses channels and private data collections, so sensitive records are visible only to the nodes, the users or departments, that are cryptographically authorized to see them. The organization gets the decentralization and immutability of distributed ledger architecture entirely inside its own walls, which neutralizes the single-point-of-failure risk that comes with traditional monolithic software. Justin: But running a private blockchain network sounds incredibly resource-intensive. Doesn't that introduce latency and bloat the infrastructure costs for a 50-person company? Rojit: That’s a common misconception based on public chains like Bitcoin. Hyperledger Fabric is built for enterprise performance. We don't store heavy payloads on the ledger itself; we use off-chain storage for large files and media, while the ledger only cryptographically anchors the state changes and audit trails. It runs asynchronously in the background. It doesn't slow down the user interface or query speeds, but it gives you military-grade auditability and data sovereignty without the enterprise infrastructure bill. Justin: Who's behind this and how big is the opportunity? Rojit: We're a live, revenue-generating platform, not a stealth lab. I'm a three-time exited CTO who has scaled 150-plus-person engineering teams. Brandon has launched more than $2 billion in products. Sav, our COO, is a 30-year operations leader. Our advisory board includes Grant Johnson, former CEO of a NASDAQ-listed company and Craig Kaufman of Kaufman Bros. Brandon: On the market: our total addressable market is roughly $158 billion. We've acquired more than 50,000 registered users organically, with no paid marketing spend. Justin: Let’s drill into your pricing model. You’ve mentioned a "flat, predictable annual rate" that lands well under fragmented tools. But a 5-person company and a 150-person company have vastly different needs. How does your pricing scale without becoming a new "idhubs tax" as they grow? Brandon: We specifically killed the per-seat pricing model because it punishes companies for scaling their teams. Our pricing scales based on organizational capacity and active transactional volume, not headcount. You don't get hit with hidden integration fees, per-API-call charges, or forced module upgrades. It’s a flat, predictable rate for the core OS, with transparent, tiered capacity bumps. You know exactly what your software bill will be in Q4, regardless of whether you hired five people or fifty. Justin: What do the skeptics say? Best-of-breed purists love their point solutions. Brandon: I hear it constantly and it sounds great until you price it. A five-person company ends up paying for a CRM, an automation connector, a quoting tool, an email platform and an accounting suite, spends tens of thousands a year and its data still doesn't agree across systems. The "flexibility" is a fragmentation tax in a nicer outfit. The opposite of a bad stack isn't a better stack; it's one platform, one login, one source of truth. Justin: But purists will counter: "Sure, it's unified, but is the invoicing as deep as Stripe? Is the CRM as robust as Salesforce?" How do you avoid the "good enough" trap where you hit a ceiling as the client scales? Rojit: We aren't building shallow wrappers. We are building deep, API-first modules. For example, our financials handle complex multi-currency and automated tax compliance natively because we built it for global commerce from day one. But if a company has a hyper-niche, proprietary workflow, we don't force them to rip and replace the whole OS. Because we have a unified data layer, they can build custom extensions and micro-apps on top of idhubs. They get the depth of a custom build with the unified context of an OS. Justin: Even if it’s deep, the switching cost is the real killer. Migrating data, workflows and user habits from entrenched systems is a nightmare. How do you actually get a company to switch without paralyzing their operations for six months? Brandon: We knew migration was the graveyard of great software, so we engineered it out of the equation. We built automated migration pipelines specifically for the major incumbents, HubSpot, QuickBooks, Salesforce, Slack. We don't do "big bang" cutovers. We run parallel environments and our onboarding team maps the data schema automatically. We measure time-to-value in days, not quarters. The user interface is designed to feel familiar, so the human habit-change is minimal. Justin: Finally, you're not the only one claiming "all-in-one." Zoho, Odoo, HubSpot, they all have unified suites and are aggressively adding AI. Why does idhubs win against them? Rojit: Because legacy suites were built as separate apps glued together later. Their data layers are still fragmented underneath; they are still fighting the integration tax internally. We are natively unified from the ground up on a single data layer. Furthermore, our Hyperledger security model is enterprise-grade out of the box, which legacy SMB suites completely lack. They are a suite of tools trying to act like an OS. We are a single, secure operating system. The skeptics are fighting the last war. In the AI era, context is the whole game. Justin: Last question. If this model wins, what's the ripple effect? Rojit: Software stops being a daily operational burden and becomes a silent partner. Eliminate the integration tax, secure the data natively and human capital goes back to strategy instead of reconciliation. For member organizations it turns a siloed directory into a connected economic ecosystem. Brandon: Owners didn't choose complexity; the market handed it to them one app at a time. Every vendor promises the next app will fix it. But the next app can't fix it, because the app was the problem. The fix was never one more tool or one more integration. It was always one secure, unified platform. That's what we built and that's why the shift is inevitable. Rojit Sorokhaibam is Founder and CEO/CTO of idhubs. Brandon Fears is Chief Growth Officer. idhubs is headquartered in McKinney, Texas.
LAKE OSWEGO, Ore., Oct. 5, 2026 -- The Greenbrier Companies, Inc. (NYSE: GBX) ("Greenbrier"), a leading international supplier of equipment and services to global freight transportation markets, strongly disagrees with allegations made in petitions filed by UTLX Manufacturing...
NEW YORK, Oct. 05, 2026 -- WHY: New York, N.Y., October 5, 2026. Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of Tigo Energy, Inc. (NASDAQ: TYGO) between February 24, 2026 and August 4, 2026, both dates inclusive (the “Class Period”), of the important November 23, 2026 lead plaintiff deadline in the securities class action first filed by the Firm.
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, continues to investigate potential securities claims on behalf of shareholders of PennyMac Financial Services, Inc. (NYSE: PFSI) resulting from allegations that PennyMac may have issued materially misleading business information to the investing public.
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of Hims & Hers Health, Inc. (NYSE: HIMS) between August 4, 2025 and July 29, 2026, both dates inclusive (the “Class Period”), of the important November 2, 2026 lead plaintiff deadline.
NEW YORK, Oct. 05, 2026 -- WHY: Rosen Law Firm, a global investor rights law firm, reminds purchasers of securities of Taboola.com Ltd. (NASDAQ: TBLA) between May 6, 2026 and August 4, 2026, both dates inclusive (the “Class Period”), of the important October 20, 2026 lead plaintiff deadline.