Category: 3. Business

When Kiara Morris, an early in career lawyer at MinterEllison, opens a draft of legal advice, she launches Microsoft Copilot alongside. With court dates approaching, she turns to the AI tool to anticipate potential questions from opposing counsel and uncover case examples relevant to her jurisdiction in Western Australia.

“As a junior lawyer, there aren’t a lot of opportunities to get courtroom experience early on,” Morris explains. “With my first appearance coming up, Copilot has helped me think through the kinds of questions I might face. It’s been a huge boost to my confidence and how prepared I feel.”

By mid-morning in MinterEllison’s Sydney office, Jett Potter is usually also working in Copilot, using agents he’s built to help shape briefing decks or review his work. The Lawyer, who is part of the firm’s AI advisory team, will drop an outline into his critique agent and ask it to improve the structure and tone, and pull any relevant research in so he can focus on the argument rather than formatting.

“I rely on it for the majority of my day – more than I use Teams,” he explains. “I’ve created an agent that is designed to think like a top-tier consulting partner, pointing it to content that has been reviewed by Partners and has received positive feedback.

“I can get to the final output faster because I’ve already incorporated multiple rounds of feedback using the agent before sharing it for review,” he said.

Kiara and Jett are among the many young professionals who are using AI as a ‘rehearsal room’, a reviewer and more to accelerate their learning curves.

Embracing high-value work with AI assistance

Morris is using Microsoft Copilot’s Researcher Agent extensively in her role to speed up and deepen the research that she does as a junior lawyer.  

“I work in the Infrastructure and Construction team, where I’m often getting my head around complex engineering terminology,” said Morris. “Researcher helps me quickly surface and contextualise technical concepts that aren’t necessarily legal but are important to understanding the client’s requirements.

“It can be targeted at Western Australia specifically, ensuring I can deliver precise, context-appropriate information, making my research process much more thorough and efficient.”

From there, she asks Copilot to probe her drafts from the client’s perspective to identify what’s missing, what questions could be asked and what she’ll need to defend. That way, she can pre-answer those questions before sending the draft up the chain.

“When seniors ask, ‘Have you considered this approach?’, I can say yes, and justify why this is the best path forward. That builds their trust in me,” she says.  

Potter, too, is using AI to accelerate his progression towards higher-value work. As part of the AI Advisory team, he uses his skills to build custom agents and design courses the firm can present to clients. He recently scoped a short AI training program with practice leads, grouping common questions into modules and pairing real scenarios with step-by-step prompts.

That work brings him into partner and director discussions earlier, where he is invited to provide perspective on new initiatives and ideas for AI, as well as run demos.

“There’s often a big shift from being a junior doing the administrative work to joining senior employees in thinking strategically about how we work with and what we offer clients. I feel like my early in career peers and I get to do more of that now because leaders are engaging with us for our AI skills.

“We’ve just successfully sold our first AI training program to a client. It’s an idea that I originally proposed to our leadership and took the lead on drafting the supporting documents and prompt guide,” he says. “Using AI made the turnaround fast and didn’t impact my other priorities, while also giving me greater visibility with Partners.”

What’s happening at MinterEllison mirrors a broader trend. In a recent data drop from  Microsoft, CTRL+Career, a survey of 500 early-career professionals across Australia and New Zealand found that 80 percent those surveyed feel their AI skills have given them more visibility at work compared to before they started using AI. Meanwhile, 83 percent also say their senior leaders actively seek input or ideas from them on how AI can be used at work.

Improving career prospects by joining senior conversations

Morris, Potter and other younger staff members are now being asked to contribute across the firm as its leaders seek to harness their practical understanding of AI.

“I get opportunities to sit in high-level executive meetings where I’m two or three levels below the next person because they want our perspective on whether a process could be improved using AI,” says Potter.

Morris says MinterEllison offices in Perth and across Australia have been sharing ways of developing day-to-day AI use, with her input. “I’ve had opportunities to share ideas and best practice for rolling out tools and client solutions with senior leadership, in a forum that wasn’t really possible before AI,” she says.

However, despite the broad applications for this developing technology within their sector, both employees are conscious that human input will still be required to ensure all AI output meets the bar. Legal work, in particular, still demands a human at the centre of all client work.

“We have professional obligations not to take information at face value,” says Morris. “Even if AI gives you a small extract from a case, you need to ensure the case as a whole is relevant – and this is the critical step to ensuring you actually learn the content that AI produces. If you’re just copying and pasting, it will get exposed later when seniors test your understanding.”

Learning the content and not just using AI as information retrieval or shortcut remains top of mind for early in career professionals, with the CTRL+Career survey revealing that nearly half feel they don’t learn the content as well as they did before they started using AI. However, the majority (92 percent) feel confident in their ability to critically assess and challenge the AI-generated outputs – Signalling a need to ensure they are taught to use it to enhance critical thinking, not take away from it.

While Potter also acknowledges the need for human checks and balances, he is ultimately convinced that AI literacy has become a non-negotiable for any aspiring employee, whether they are pursuing a career in law or another industry.

“It’s a must. There’s this rumbling in our entire industry, with people asking, ‘Can AI replace my job?’ The way I think about it is that the person using AI will get your job,” he says. “So, you need to jump on the bandwagon. If nothing else, you need to understand how the technology works and how to get the most out of it. It’s not perfect; there are limitations, but you only know that by using it.”

Dr. Emrullah Yilmaz, MD, PhD, has stepped into a pivotal role as Senior Medical Director at Johnson & Johnson, a global leader in healthcare innovation. Announced through his professional network, Dr. Yilmaz shared his excitement for embarking on this new chapter, one that builds on a legacy of excellence in oncology, research, and collaborative medical leadership.

Early Life and Academic Journey

Originally from Turkey, Dr. Yilmaz pursued his formative medical education at Hacettepe University. His commitment to research and patient care was evident from the start, leading him to complete his MD and later earn his PhD focused on advanced oncology topics. His years at Hacettepe University laid the groundwork for his dedication to both scientific inquiry and the practical dimensions of clinical care.

His academic journey continued through rigorous clinical training in both residency and fellowship programs, with posts at celebrated institutions in Turkey and the United States. A decisive move was his entry into cancer research as a postdoctoral scholar and then clinical fellow, honing his focus on head and neck oncology as well as precision medicine. These early years helped shape his philosophy of combining advanced therapeutics with compassionate patient-centered care.

Career and Leadership Roles

Before his recent appointment at Johnson & Johnson, Dr. Yilmaz held progressively senior roles in prestigious healthcare settings across the US. Notably, between 2016 and 2021, he served as Assistant Professor and Co-Leader of the Head & Neck Clinical Working Group at the University of New Mexico, where he developed new protocols for the management and clinical trial design in head and neck cancers.

Joining Cleveland Clinic in 2021, Dr. Yilmaz became Head & Neck Medical Oncologist and then Director of Precision Oncology, further deepening his expertise in integrating genomics and individualized targeted therapy. In these positions, he mentored younger clinicians, influenced national cancer guidelines, and contributed meaningfully to multidisciplinary research teams.

In 2024, his leadership roles expanded at Johnson & Johnson Innovative Medicine, first as Medical Director and subsequently as Senior Medical Director. Dr. Yilmaz now oversees medical strategy and clinical development at one of the world’s leading life sciences giants, where his focus is on translating scientific advances into effective therapies for patients globally.

Research Contributions and Innovation

Dr. Yilmaz is recognized for significant contributions in head and neck oncology, precision medicine, and clinical trials. His research has addressed the molecular basis of cancer, with emphasis on biomarker-driven therapy, improving outcomes in both common and rare tumor types.

He has worked on projects that integrate large-scale genomic profiling into clinical workflows, enabling more personalized and adaptive approaches to cancer treatment. His published work covers topics such as therapeutic sequencing in head and neck cancers, real-world use of targeted drugs, and the application of novel immunotherapies.

Peer-reviewed journal articles authored or co-authored by Dr. Yilmaz appear in publications such as the Journal of Clinical Oncology, CA: Cancer Journal for Clinicians, and Cancer Research. His leadership in multi-institutional studies and advisory roles for pharmaceutical innovation highlight a commitment to data-driven and evidence-based advancement in oncology.

Recognition and Awards of Emrullah Yilmaz

Dr. Yilmaz’s career trajectory is marked by multiple honors reflecting his dedication to clinical excellence and scientific advancement. He has received distinguished awards for his work in translational oncology and clinical trial innovation, although specific public awards are not overtly shared in social media profiles. His reputation among colleagues is evidenced by invitations to speak at international congresses and serve on expert panels within organizations such as the American Society of Clinical Oncology.

A New Chapter at Johnson & Johnson

Dr. Yilmaz’s recent announcement made via Linkedln reflects both a sense of accomplishment and forward-looking vision:

“I’m happy to share that I’m starting a new position as Senior Medical Director at Johnson & Johnson!”

In this capacity, Dr. Yilmaz will lead teams focused on the global development of novel cancer therapies, mentor clinical scientists, and support partnership building across research networks. His appointment affirms Johnson & Johnson’s ongoing commitment to advancing medical science through expert leadership and international collaboration.

Looking Ahead

With Dr. Emrullah Yilmaz’s appointment, Johnson & Johnson further strengthens its position as an industry leader in the creation and dissemination of life-saving therapies. Dr. Yilmaz’s unique blend of medical expertise, research rigor, and visionary leadership aligns perfectly with the company’s mission to improve health outcomes for patients worldwide.

His journey—from a dedicated young clinician-researcher in Turkey to senior roles spanning top US academic medical centers, culminating in a key directorial position at Johnson & Johnson—serves as inspiration to the next generation of clinicians and scientists. Dr. Yilmaz continues to exemplify the ideals of innovation, patient-centered care, and global impact in medical oncology.

Story Continues

A small business owner is preparing to face down the cosmetics giant L’Oréal at a tribunal next week over a trademark dispute she says has had a devastating impact on her.

Rebecca Dowdeswell, 49, from Nottinghamshire, has been locked in a three-year legal battle with the French company since it claimed her use of the name nkd for her business would cause “consumer confusion” with its own range of Naked beauty products.

Dowdeswell has been forced to close one of her two nkd salons and has run up legal fees of more than £30,000 ($39,500) fighting the £170 billion company, which has instructed top-tier law firm Baker McKenzie.

Before the intellectual property office tribunal on Wednesday, she said, “There’s never been any question or any evidence of any consumer confusion. From my perspective, we operate in very different sections of the beauty market. I only have an interest in waxing and hair removal.

“My three products I’ve launched under the nkd name are tied to hair removal aftercare, whereas they only use the Naked brand name against a handful of eyeshadow palettes and then a few other items of very specific makeup.

“And then the two brand names are spelt and pronounced differently, so I’ve always been pronounced ‘n-k-d’, they’ve always been ‘naked.’”

Dowdeswell launched her business in 2009, a year before L’Oréal launched its first Naked product in the UK, she said.

Her trademark expired in 2019, at which point she said she had a six-month window to automatically renew it but forgot to because of Covid, for which she said, “I fully hold my hands up.” When she got round to renewing in 2022, L’Oréal objected.

“We had already by then coexisted for over 12 years,” said Dowdeswell. “For a large company, £30,000 plus in legal fees is not a lot of money but to a very small business like mine it’s been really devastating. And the bigger impact has been the drain on my resources and the distraction that this has been to me, the drain on my time, my energy, my focus.”

She said it was the need to focus on the case that made her shut down her original — and biggest — salon in Nottingham at the end of 2023.

Dowdeswell did receive some good news earlier this week when L’Oréal reduced the scope of its objection, which means her remaining salon, in Leicester, will not need to be renamed and she can use the nkd brand for some beauty services and products.

But the two sides remain in dispute over other issues and she said the company’s late concession was in keeping with a “deliberate strategy to grind me down, to waste my legal expenses and to hope that this never gets as far as the hearing.

“I just feel really angry that nobody has held L’Oréal to account. And I really, really hope that they do get held to account on Wednesday.”

A L’Oréal spokesperson said, “Since 2022 L’Oréal’s position has never changed or been updated. We have always been willing to work with Rebecca Dowdeswell to support her business aspirations whilst respecting our longstanding trademark rights.

“The proceedings are still ongoing and we remain wholly committed to resolving this matter in a mutually agreeable way.”

By Haroon Siddique

Learn more:

L’Oréal to Acquire Kering Beauty Portfolio for $4.6 Billion

The companies announced on Sunday that L’Oréal will acquire Kering’s beauty brands and licenses for its fashion house names, including Gucci.

Story Continues

Zurletrectinib (ICP-723) demonstrated tolerability and promising antitumor activity among pediatric and adolescent patients with NTRK/ROS1-altered solid tumors in a phase 1/2 clinical trial (NCT04685226), according to a news release from the developers, InnoCare Pharma.¹

Data were presented at the Congress of International Society of Pediatric Oncology (SIOP) 2025 in an oral presentation by Juan Wang of the Sun Yat-sen University Cancer Center in Guangzhou, China. As of July 31, 2025, the objective response rate (ORR) among patients treated with zurletrectinib was 90% as assessed by an independent review committee (IRC). Additionally, among patients who completed full efficacy evaluations, those resistant to first-generation TRK inhibitors all achieved partial responses.

Furthermore, no dose-limiting toxicities were observed with the investigational agent, and treatment-related adverse effects (TRAEs) were primarily grade 1 or 2.

Additionally, the recommended phase 2 dose (RP2D) was found to be 7.2 mg/m² for pediatric patients and 8 mg/m² for adolescent patients. At the RP2D, comparable exposure levels between pediatric or adolescent patients vs adult patients were shown for zurletrectinib.

Previous interim findings presented at the 2025 American Society of Clinical Oncology (ASCO) Annual Meeting revealed that as of November 23, 2024, the median duration of response (DOR) and progression-free survival (PFS) were not reached.² The 12-month rates for DOR and PFS were 92.0% and 90.5%, respectively. Additionally, of 3 patients with brain metastases, 2 achieved intracerebral responses.

Furthermore, the new drug application (NDA) for zurletrectinib as a treatment for patients with NTRK gene fusion-positive tumors was accepted by the Centre for Drug Evaluation (CDE) and was given priority review status in May 2025.³ The agency accepted the zurletrectinib NDA for review in the same patient population in April 2025.⁴

“Zurletrectinib has demonstrated outstanding efficacy and safety in adult, adolescent, and pediatric patients with tumors harboring NTRK fusion genes, bringing better treatment options for patients with solid tumors,” Jasmine Cui, PhD, co-founder, chairwoman, and chief executive officer of InnoCare, said in a news release on the NDA submission.⁴ “[InnoCare] is expanding the scope of its solid tumor pipelines through a combination of targeted therapies, immune-oncology approaches, and cutting-edge antibody drug conjugate [ADC] technology, looking forward to meeting the unmet needs of patients with solid tumors early.”

The multicenter, open-label phase 1/2 trial assigned patients with histopathologically confirmed, surgically unresectable, locally advanced or metastatic solid tumors who were 12 years of age and older to receive zurletrectinib as an oral tablet.⁵ The primary end points of the phase 1/2 study were safety and tolerability and maximum tolerated dose. Secondary end points included maximum concentration of zurletrectinib and ORR.

Patients were eligible for enrollment if they had at least 1 measurable lesion per RECIST v1.1 criteria, or for primary central nervous system tumors, per Response Assessment in Neuro-Oncology (RANO) or International Neuroblastomas Response Criteria (INRC) criteria; an ECOG performance status of 0 to 1 or Karnofsky or Lansky performance status of greater than 60; and a life expectancy of more than 3 months.

Exclusion criteria included having any concurrent malignancy within 5 years prior to first study dose, receipt of prior anti-cancer treatment within 28 days of the first study dose, or any major surgical procedures within 4 weeks or minor surgical procedure within 2 weeks of first study dose. Those with a history of allergic disease, severe drug allergy, or known hypersensitivity to any component of the tablet formulation were ineligible for study enrollment.

References

1. Latest data of InnoCare’s zurletrectinib orally presented at SIOP 2025. News release. InnoCare Pharma. October 29, 2025. Accessed October 31, 2025. https://tinyurl.com/3suebres
2. Latest data of InnoCare’s robust oncology pipelines presented at the 2025 ASCO Annual Meeting. News release. InnoCare Pharma. June 1, 2025. Accessed October 31, 2025. https://tinyurl.com/tbsukc6f
3. InnoCare’s zurletrectinib receives priority review from China’s NMPA. News release. InnoCare Pharma. May 2, 2025. Accessed October 31, 2025. https://tinyurl.com/ycx7vdv7
4. InnoCare announces the acceptance of new drug application for pan-TRK inhibitor zurletrectinib in China. News release. InnoCare Pharma. April 16, 2025. Accessed October 31, 2025. https://tinyurl.com/4w29v4kc
5. A phase I/​II clinical trial of ICP-723 in the treatment of advanced solid tumors. ClinicalTrials.gov. Updated September 2, 2025. Accessed October 31, 2025. https://tinyurl.com/3xc4746u

St. Jude Children’s Research Hospital/LinkedIn

St. Jude Children’s Research Hospital shared a post on LinkedIn:

”Leaders from St. Jude Children’s Research Hospital participated in the International Society of Paediatric Oncology – SIOP 2025 Congress in Amsterdam, engaging with experts from around the world and presenting on topics such as high-risk grade medulloblastoma and the future of chemotherapy-free treatment for childhood acute lymphoblastic leukemia. The congress served as a vital opportunity for international collaboration, focused on advancing cures and treatments for pediatric catastrophic diseases.

“We are at a moment in the global movement for childhood cancer where we are starting to get a greater recognition that childhood cancer is a priority at the global health level,” said Nickhill Bhakta, MD, director of the Sub-Saharan African regional program. “Getting those plans and those treatments so that no matter where you live and what resources you have, you can get access to the best therapies is one of the major priorities that we set to make sure that we can meet the moment that we live in.”

Throughout the week, St. Jude leaders participated more than 50 presentations and discussions, reinforcing the institution’s position as a leading global partner in pediatric oncology. The focus remained on strengthening educational leadership and expanding the reach of trusted patient and family resources. These efforts support the development of the global pediatric oncology workforce and ensure that families benefit from the latest advances in care.

The St. Jude Global Alliance was highlighted for its mission to improve survival rates for children with cancer and other catastrophic diseases worldwide. By sharing knowledge, technology and organizational expertise, the Alliance seeks to reduce disparities and expand access to high-quality care around the globe.

The St. Jude Graduate School of Biomedical Sciences and its Global Scholars Program were featured as essential initiatives for workforce development. The program’s multi-phase structure aims to increase visibility, support scholar achievements, and foster alumni engagement. These efforts equip emerging leaders to address health system challenges in underserved communities at local, national, and global levels.

Together by St. Jude was showcased as a comprehensive online resource available in 12 languages, designed to provide trusted information to families facing childhood cancer, blood disorders, and other serious health conditions. By strengthening global partnerships and expanding digital engagement, Together by St. Jude ensures that accurate, relevant resources are accessible to families regardless of where care is received.

As the global pediatric oncology community continues to grow, collaborative efforts and knowledge-sharing remain essential to improving outcomes for children everywhere. The congress reaffirmed the commitment to advancing access to therapies and supporting families worldwide through innovation and partnership.”

You Can Also Read:

Highlights From SIOP 2025 Congress

Almost a million young people are not in education, employment or training. Employers are freezing their hiring plans. Unemployment is at a four-year high. Not all is right in the UK jobs market, and the outlook is getting worse.

Typically it takes a full-blown recession to spark the type of growth in unemployment that Britain is witnessing today. About 100,000 jobs have been lost from company payrolls in the past year, and the official jobless rate has hit 4.8%, up from 4.1% a year earlier. More than 9 million working-age adults are neither in employment nor looking for a job.

But while this alone ought to be worrying enough, underneath these headline statistics are two troubling trends: a dramatic increase in youth unemployment and rising levels of ill health.

This week the government will respond. Sir Charlie Mayfield, a former chair of John Lewis , is expected to publish his Keep Britain Working review, outlining his recommendations for the government and business to do more to tackle rising levels of worklessness.

Commissioned by ministers last year, Mayfield believes businesses must do significantly more to help people with work-limiting health conditions and those with disabilities. Support for mental health in particular is key.

“This issue is a nasty one,” Mayfield told me recently at Labour’s party conference in Liverpool. “There is a tremendous opportunity to do better.

“It is absolutely huge in the context of what it means for those people individually, in terms of what it means for the productive capacity that is not then available to the economy, and therefore the implications that has for growth.”

As many as one in five working-age adults across the country are either not in employment or currently seeking a job, a position statisticians describe as “economically inactive”. For almost 3 million, the main reason is long-term ill-health, which is near to its highest level on record.

Most of the increase has been down to the health of young people. Between 2015 and 2024, the number of people with work-limiting conditions rose by 900,000, or 32%, for 50- to 64-year-olds. For those aged 16 to 34, the rise was 1.2 million, or 77%.

More than a quarter of 16- 24-year-olds who are not in education, employment or training (Neet) are inactive because of disability and ill-health, according to the Resolution Foundation. That figure has more than doubled since 2005.

Separate analysis published this week by the TUC shows that unemployment for people with disabilities has jumped to the highest rate since before the Covid pandemic, and stands at more than double that of the rate for non-disabled people.

With the Mayfield review, the TUC chief, Paul Nowak, believes Labour has an opportunity to turn the page on a decade of Tory neglect of disabled workers. But it will require ministers to take action. “Our employment system is failing disabled people,” he said. “We can’t carry on as we are.”

The big question is how to respond. Who is best placed to help young people, and those with health conditions, to get on in the world of work?

Ahead of Rachel Reeves’s budget, business leaders have made clear that their capacity to do much more is at breaking point. But with the public finances in a tight spot, the government, too, has limited room for manoeuvre.

On 26 November, the chancellor will be expected to flesh out her promise of a “youth guarantee”, announced at Labour’s annual conference in Liverpool. Investment in skills, training, apprenticeships and further eduction will also be key. The TUC is warning Reeves against taking a renewed shot at cutting disability benefits, urging her to reform the Access to Work scheme, and to raise statutory sick pay.

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Getting more people into work would be a much better way to cut spending on benefits. It would also benefit the economy: if the UK matched the lowest Neet rate among OECD countries, that could deliver a boost to the economy of £69bn.

For business, bosses feel in a strong position to push back against any new government requests to play a bigger role. Unless, of course, it involves a tax break or subsidy. After the chancellor’s last budget raised employer national insurance contributions (NICs) by £25bn, corporate lobbyists feel emboldened.

On the one hand, they have a point. Alongside this tax rise, a higher living wage, elevated borrowing costs, sticky inflation and a sluggish economic outlook, companies are under significant pressure. These headwinds are among the reasons why the jobs market is faltering. Business groups also warn that Labour’s “make work pay” employment rights bill would make matters worse.

Job vacancies have fallen most in the sectors hurt most by the rising cost of employment and fading consumer demand; retail, leisure and hospitality are among the hardest hit. However, these places are also typically the first ports of call for young people and those with health issues who are hoping to get back into the jobs market.

But employers refusing to do more to help them would be massively short-termist. Without support, the rise in people standing outside the jobs market will deprive business of potential employees and customers; unemployment would rise further, the economy would suffer, and the public finances would deteriorate. Nobody wins.

“Investment in employee health and wellbeing should not be a burden,” Mayfield told me in Liverpool. “It actually should be something that is both increasingly necessary and also highly returning for employers.

“What we have to figure out is, how do we create the circumstances where more employers both feel and experience that?”

Businesses might well be under pressure. But equally they cannot opt out either, and say: “Nothing to do with us.” We live in a society where we are all connected.

Udemy (UDMY) drew investor attention after reporting third-quarter earnings that topped profit and revenue expectations. However, total sales remained unchanged year over year and management offered a cautious revenue outlook for the coming quarter.

See our latest analysis for Udemy.

After beating quarterly profit expectations and announcing a shift to a subscription-first model, Udemy’s share price dropped sharply, with a 1-week share price return of -16.4% and a year-to-date slide of nearly 31%. Market momentum is fading as cautious guidance and changing revenue mix temper earlier optimism. This is reflected in a 12-month total shareholder return of -29.2% and an even steeper three-year loss.

If Udemy’s transformation has you rethinking where to look for growth, now’s a good moment to broaden your search and discover fast growing stocks with high insider ownership

With shares trading at a steep discount to analyst price targets and management projecting mixed signals ahead, is Udemy an overlooked bargain in the making, or is the market already bracing for slow growth?

Udemy’s narrative-driven fair value estimate lands at $10.17, which is significantly above the latest close price of $5.70. This valuation hinges on future earnings growth and profitability projections that diverge from the current market stance.

The shift towards a subscription-based revenue model, now comprising around 70% of overall revenue, provides greater earnings predictability, higher gross margins, and improved bottom-line performance as Udemy Business (B2B) wins larger deals and consumer subscription GMV grows more than 40% year over year. This indicates robust future margin expansion and more stable recurring cash flows.

Read the complete narrative.

Want to know what surprising numbers back this bold valuation? The fair value calculation leans on a set of forecasts that project a fast-changing earnings landscape and an ambitious profit trajectory. Curious which assumptions drive this upside? Read the full narrative for all the details lurking beneath the headline.

Result: Fair Value of $10.17 (UNDERVALUED)

Have a read of the narrative in full and understand what’s behind the forecasts.

However, ongoing declines in consumer revenue and heavy reliance on a few large enterprise clients could limit Udemy’s growth and earnings stability in the future.

Find out about the key risks to this Udemy narrative.

If this take on Udemy doesn’t quite fit your outlook, why not dive into the details yourself and shape your own view in just minutes. Do it your way

A good starting point is our analysis highlighting 4 key rewards investors are optimistic about regarding Udemy.

Why stop now? Expand your portfolio horizons like the pros by targeting stocks poised for big moves in fast-growing and innovative sectors.

This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.

Companies discussed in this article include UDMY.

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