$ZM Zoom Tape Reports
Per Ticker.id: $ZM Zoom Tape Reports — 6 podcast mentions across 2 podcasts (30 days), latest 2026-08-13 00:08 UTC.
Well, I will say if I'm going to bet on the AI space, these are the type of names I would rather own than a lot of this very cyclical chip names. But what I will say is the near term, these are businesses that are starting to lose momentum. Even GiraVernova earnings is supposed to be $30.60. $0.69, up 73% this year versus last year when it was $17.69. They lost money back in 2023 at $0.47 and then lost over $7 in 2022. So it's a very cyclical business, but there's a lot of demand for turbines for energy, which makes sense. But next year earnings are supposed to drop 20% to $24.70. So that's one of the reasons why that has lost a lot of momentum. It's trading at $900 $53. So based on forward-looking earnings, you're talking about a 40x multiple for a company that actually is expected to have shrinking profits next year. That's the issue is that these names— I always use Zoom as the example, not to bag on Zoom. We actually own Zoom today, but we bought it way after it dropped. Uh, but you know, it was the extrapolation of years and years of, or a year of growth going out many years. So in 2020 and 2021, everybody was on Zoom. Everybody, everyone thought, and the market said, oh, well, they're growing 100% a year. They're going to keep growing 100% a year for the next decade, whatever. And that obviously wasn't the case. And same thing is happening and going to happen in the AI space where yes, growth is here, but there's going to be a right-sizing and spend. There's going to be some sort of capacity for capital, raising capital for these AI data centers. There's backlash from communities. There's just so much that can go wrong. And so, and they're all kind of priced to perfection. And that's why the whole subsector is losing momentum, and Caterpillar and GE are no exception. So I do think these are going to be correlated with the sector. Now, could this be a consolidated period and then they continue to move higher? Certainly that's possible. I don't believe that's going to happen, but you have to make that call.
Justin Klein — InvestTalk · Germany's Aging Population and Record Social Spending: A Preview of America's Fiscal Future? · 2026-08-27Stig Brodersen We'll get to that later, but it's actually quite a fascinating story of, for example, why Palantir is allowed to work with European customers and also the corporate space. And generally I would say it's a mix of things. So there's certainly a European resistance to being reliant on American companies, especially when it's about data management on the level that Palantir practices it. I mean, both France and the UK have recently ended deals with Palantir to go for local solutions that I think do not yet exist, but they want to build them. We'll see how that plays out. But there are also, you know, sales and market dynamics that we have seen in other markets like, you know, cloud computing or even now AI, where adoption just takes longer in Europe. And given how closely Palantir has to work with its clients, you can probably also just not hop on a Zoom call and then onboard the client at the new software. So you need boots on the ground. And while Palantir has offices in most major cities in Europe, I would assume there's much less capacity there compared to the US. And I think Karp's relationship, and that's what I'm talking about earlier, with other countries is also a bit difficult. I think he lately said in an interview that he just likes to support Europe's institutions. Otherwise, he wouldn't even make any business there because, quote, The growth sucks. So I don't know, think about that whatever you want, but I guess the fact that Europe has been growing much slower than the US is another major reason for why US numbers for Palantir are just better. And by the way, on the last earnings call, because we talk about guidance, for example, here, Alex Karp said that he will grow the business at a rate equal or above what the US commercial business is doing for the next 18 months. And just for context, that would imply a growth rate of about 150% And even if he only reaches, you know, let's say 100%, that would take Palantir to $17 or $18 billion in revenue at the end of 2027, which is insane.
Daniel Mahncke — The Investor's Podcast (We Study Billionaires) - The Investor’s Podcast Network · TIP841: Palantir – Palantir is Cheaper than I Thought! w/ Daniel Mahncke & Shawn O’Malley · 2026-08-27And then a company might use Slack because they preferred it over Teams, just as we do at TIP. They might use Excel because they preferred it over Google Sheets, which is what we don't do at TIP. And then Zoom because they preferred it over Google Meet. And, you know, maybe Salesforce is the company that they have for their databases. Because they preferred over whatever competitors are out there. So that's how you can think about it in the past, and Palantir sort of changed that dynamic.
Daniel Mahncke — The Investor's Podcast (We Study Billionaires) - The Investor’s Podcast Network · TIP841: Palantir – Palantir is Cheaper than I Thought! w/ Daniel Mahncke & Shawn O’Malley · 2026-08-27Hey, Ali. Hey, Carl. Software stocks are not off to a great start to earnings with Zoom down 6% and Intuit by 3%. That's putting a bit of a chill into the options on Salesforce, which reports after the bell. Put volume is outpacing call volume by almost 3 to 1 in that stock this morning, and traders are buying some pretty bearish puts. The highest volume is concentrated in the $180 strike. Puts expiring Friday. Those contracts go for $0.85 and need Salesforce to drop 12% before the weekend. If you're looking for something more optimistic in the category, you'll find it in the winners. Cybersecurity companies like Okta and CrowdStrike, which also report tonight but are up big, 55%, 65% on the year. CrowdStrike in particular stands out as a stock with the most bullish options action. Call buying outpacing puts by about 2 to 1 right now. But one thing they all have in common is big moves are expected. Salesforce currently priced for a 7% move, CrowdStrike just under that, and Okta a whopping 13%, all implied moves that are notably bigger than how much these stocks typically swing after earnings.
Oliver Renick — Squawk on the Street · 10AM Hour: Nvidia Ahead, Meta Settles, & PCE Comes In Hot 8/26/26 · 2026-08-26So here's the way that I look at it, Scott, and I like to tell stories. Um, here's how I see doctors, and I think the role that they need to encapsulate, which is a little different and it might be a little controversial in the statement, but I'm going to tell a story through the process. And I think this is what artificial intelligence intelligence is doing. There's a lot of discussion around entry-level jobs going away in certain white-collar because AI is going to replace it. And here's kind of what I'm coaching my— even my own team— is more than likely, if you're in this entry level in this certain position, that position will go away. But guess what? You've got to elevate and you've got to move into another oversight role. Maybe you're not the particular one doing that anymore. It's going to be some type of agent or artificial intelligence doing it. It's kind of way that I see it in healthcare. Doctors, maybe they don't need to see everything all of the time and do that actual care delivery, but maybe they're providing oversight management. And we've kind of been moving that way. But I think that's the iteration that we're gonna have to look at. And we also need to make sure, why do they want to even come into healthcare? Why does this newer generation even want to be a practicing family practitioner or physician when if you look at the salary range, they can actually go work and do something else, but we need that. And this function could look different in the rural America. I was talking to some rural doctors that sometimes that core benefit, I was talking to Dr. Gee, who's a phenomenal OB-GYN OB-GYN in New Orleans area, runs a company that's really moving in and helping underserved OB-GYN individuals. And she made a statement to me on my last podcast, Scott, and she said this: in the rural communities, they have noticed that it doesn't matter the telehealth, it doesn't matter if they see them via Zoom, they want to touch the doctor. But in urban areas, it's much more open to that. And I think physicians— and we've got to be rethinking the way that maybe we did business 30, 40 years ago is evolving and changing, and that dynamic needs to change.
Asbel Montes — Becker’s Healthcare Podcast · Leading With Grace, Data and Consensus with Asbel Montes · 2026-08-23Okay, now let's just pause here, put the two stories together. Sarah Friar, CFO of OpenAI, says, hey, we hear you loud and clear. Harvey's saying, hey, by the way, um, just want to let everybody know, 6 months ago, we started using these open source models. We started building our own, and we're building our own for our clients so that our clients don't share the intelligence. So if you're a litigation firm A and your top competitor litigation firm B, so Acme Litigators and Delta Litigators are both using Harvey, let's say. Harvey now is like, not only do we not trust OpenAI with this, We need to have our own model. We need to build a fortress. We're gonna— and we'll have our castle. It's gonna have a big wall around it. We're gonna build two keeps. One keep for ACME litigators, one keep for Delta litigators. So y'all are gonna get your own litigation data, all your internal memos, all your emails, all of your Zoom calls about this. We'll feed your local model for you, but it's not gonna make it to our castle. You're in your own keep. Defend your keep. Keep, and the two keeps will not share data, right? This is what's going to happen to the frontier models when they go public. You're going to have this headwind of which of these customers— Harvey was probably spending, if I had to guess, I'm going to say $10 million a month with OpenAI.
Jason Calacanis — This Week in Startups · Open source is going to win it all: Harvey proves it | E2328 · 2026-08-21You do your homework. All night I've been warning you about the dangers of being a follower. When everybody expects the same outcome in the stock market, there's a very good chance it won't play out as expected because it's already priced in. That's what we call priced in. And that's why you need to be extra wary of the IPO cycle. Let's go over this. We've seen the pattern over and over again. We get this deluge of new deals. At first, many of them explode higher, but at the same time, they're flooding the market with new stock supply. And that supply ultimately drags us down. I said it a million times. The stock market is like any other market. It's all about supply and demand. Too much supply and prices are going to be lower. The problem is when IPOs are making people fortunes, you tend to get a palpable sense of exuberance. And then when the deals start attracting less interest, the exuberance turns into hostility. And then the whole market, not just the IPOs, tends to get slammed. We've seen this happen so many times in 2020 and 2021. We got this wave of new IPOs and SPAC mergers as many people invested their government stimulus checks in the hottest-looking stocks in the market. Just in 2021, get this, we had roughly 400 traditional IPOs and another 200 SPAC mergers, which originally were meant to be blank check companies that would make a bunch of acquisitions over time. But in 2020, lots of startups began to use SPAC mergers as a way to come public while evading the strict regulations that the SEC, you know, the Securities Exchange Commission, places on IPOs. Now, initially, there were some very exciting ones that really caught fire. For example, Zoom Video. This one came public in 2019 and then soared to the stratosphere in 2020 once the pandemic made its platform essential, at least during the COVID year. At first, you get a bunch of hot deals that get people excited. 2020, we also had a ton of electric vehicle and charging station related IPOs and SPAC mergers. At first, these stocks were unstoppable, although most of that was because this was a period of high-risk speculation where people were willing to give anything with the right buzzwords the benefit of the doubt. Mistakenly, of course.
Jim Cramer — Mad Money w/ Jim Cramer · Mad Money w/ Jim Cramer 8/19/26 · 2026-08-19Yeah, so for me, it's the best part of my job. And you have to be intentional, as I said earlier, because your day can get away from you and there's this Zoom call or that meeting, or, you know, and there's always competition for the time to say, I'm just getting out of the office, I'm going to a nursing unit, or I'm going to the ER, or I'm gonna go round on patients in ambulatory surgery and just connect, right? And that's where I've found not only do I make the most impact to the organization, but I also feel the most impact. And it rewards me and reminds me of why we do what we do. I mean, it's one thing to say it, but when you're able to look a patient and a family, you know, in the eyes and look staff members in the eyes and hear from them directly about their experience and and then take that information and maybe shape things to improve upon that, or take the positives from the family that had a great experience, and then you share that with those caregivers and physicians and team members, and you celebrate those folks and reinforce, "Hey, we want to do this more and more." It obviously is incredibly rewarding, and I know many folks that listen to your podcast probably do the same thing each and every day. But for me, you know, if you kind of bring it back to a core component of the book. The book necessarily isn't about staying close to the work, but it is about driving decision-making capability across the organization. So, you know, great organizations deliberately design how decisions get made, and you want to put decisions close to the information. So the person with the best knowledge should often have more authority, not simply the person with the highest title. So I'm probably not, as the CEO of a very large, you know, Level 1 trauma center, I may not be the best to be making some of those day-to-day decisions on our trauma ICU. We've got to empower, for example, we've got to empower our nurse managers and our nurse directors and our physicians to be able to make those decisions and support those. You know, clarify decision rights, separate who decides, who provides input.
Brad Talbert — Becker’s Healthcare Podcast · Building Better Decisions in Healthcare Leadership · 2026-08-19