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Wall Street Rallies on Trump’s Greenland Deal Signals as Tariff Fears Ease

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U.S. stocks staged a late-session rally on Wednesday, closing sharply higher after President Donald Trump said he had reached what he described as a “framework of a future deal” on Greenland, easing fears of an imminent escalation in trade tensions with Europe.

The market rebound followed a post by Trump on Truth Social after a meeting with NATO Secretary General Mark Rutte, in which he said the understanding would remove the need for tariffs that had been scheduled to take effect on February 1.

“This solution, if consummated, will be a great one for the United States of America, and all NATO Nations,” Trump wrote. “Based upon this understanding, I will not be imposing the Tariffs that were scheduled to go into effect on February 1st.”

The president had earlier threatened to impose a 10% tariff on goods from eight European countries, with the levy set to rise to 25% by June if no agreement was reached. That threat, delivered earlier in the week, triggered a sharp sell-off on Tuesday that erased about $1 trillion from the S&P 500, as investors rushed to reprice the risk of a wider transatlantic trade confrontation.

Details of the Greenland framework remained sparse, but the lack of clarity did little to slow Wednesday’s buying spree. Investors moved quickly back into equities, reversing much of the prior session’s losses and signaling renewed confidence that the administration may be stepping back from its most aggressive trade posture.

Market strategists quoted by Business Insider pointed to the episode as a textbook example of the so-called TACO trade — shorthand for “Trump Always Chickens Out” — a phrase that has gained traction among traders who believe the president often uses maximalist threats as leverage, only to soften his stance once negotiations begin.

“The comments addressed two of the biggest headwinds hanging over markets,” said Art Hogan, chief market strategist at B. Riley Wealth Management. He noted that Trump’s remarks appeared to defuse both tariff risks and geopolitical anxiety. “Walk softly and carry a big stick, and you get that TACO reaction and the market can finally unclench. It’s an exhausting process, and this is the exact news investors were hoping to hear — some form of resolution.”

The sense of relief had already begun to build earlier in the day, when Trump told delegates at the World Economic Forum in Davos, Switzerland, that he would not use military force to take control of Greenland. That statement helped calm nerves after earlier rhetoric raised questions about how far the administration might push its territorial ambitions.

As equities rallied, other elements of what some traders have dubbed the “Sell America” trade began to unwind. The benchmark 10-year U.S. Treasury yield fell four basis points, signaling renewed demand for government debt, while the U.S. Dollar Index firmed modestly to 98.82, suggesting stabilizing confidence in dollar-denominated assets.

“President Trump’s statement that he won’t use military force to control Greenland is sparking a relief rally on Wall Street on the heels of yesterday’s sell-off,” said Jos Torres, senior economist at Interactive Brokers.

He described the market reaction as pent-up positioning being released once investors sensed a shift in tone.

“Traders piled into shares and Treasuries once the U.S. leader delivered a more conciliatory message than expected.”

For many analysts, the episode fits a familiar pattern. Matthew Ryan, head of market strategy at Ebury, said Trump’s use of tariffs remains largely tactical.

“As we know from recent history, Trump uses these tariffs as a blunt instrument and a negotiating lever to pull to get his way on the world stage,” Ryan wrote, adding that his base case remained a compromise between the U.S. and Denmark, with the TACO trade resurfacing as a dominant market theme.

The term gained prominence last April after Trump walked back some of his tariff proposals for Liberation Day, triggering a record-breaking rally in U.S. stocks. Chatter around the trade intensified again on Tuesday as markets absorbed the Greenland-related tariff threats, only to reverse course a day later.

Analysts at JPMorgan said they were interpreting the administration’s latest moves through what they called an “Art of the Deal” lens, arguing that Trump’s strategy often involves creating urgency through aggressive positioning.

“Trump creates noise and throws in a maximal stance designed to trigger negotiation and create leverage,” the bank wrote in a note to clients, adding that an eventual agreement with Denmark appeared the most likely outcome.

Other research firms echoed that view. BCA Research estimated there was a 40% chance the new tariffs would not be implemented at all, possibly due to what it described as Trump’s own retreat. Chief geopolitical strategist Matt Gertken said a familiar sequence could follow, with markets initially rattled, only for the administration to change course, as it did after Liberation Day.

The Quiet Goldmine Inside Specialized Healthcare

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Specialized healthcare rarely attracts loud headlines. It does not move at the speed of consumer tech or generate the cultural buzz of biotech breakthroughs. Yet beneath the surface, it has become one of the most consistent engines of value creation in modern healthcare. Quietly. Methodically. And often underestimated.

This segment of the industry thrives not on scale alone, but on focus. It rewards depth over breadth, systems over spectacle, and discipline over hype. For operators, investors, and strategic buyers, specialized healthcare represents a durable opportunity rooted in predictable demand, defensible expertise, and long-term cash flow.

Understanding why this goldmine exists — and how value is created within it — requires looking beyond patient volume and reimbursement rates. The real story sits at the intersection of specialization, operational design, and business fundamentals.

Why Specialization Changes the Economics of Care

Healthcare, at its core, is complex. Regulation, compliance, staffing, and reimbursement all introduce friction. Generalist models often absorb this complexity across many service lines, diluting efficiency and margins.

Specialized healthcare flips that equation.

By focusing on a narrow set of services, specialized practices reduce variability. Clinical workflows become repeatable. Staffing models tighten. Equipment utilization improves. Decision-making becomes faster because leadership understands the service deeply, not abstractly.

This focus creates leverage. When processes are refined and demand is steady, incremental growth often costs less than expected. Over time, this leads to stronger margins and more predictable performance — two traits that consistently drive enterprise value.

Predictable Demand and Structural Tailwinds

Specialized healthcare benefits from a structural advantage: demand is rarely discretionary. Patients do not postpone care indefinitely, and many specialties address chronic or recurring needs rather than one-time interventions.

Demographic trends amplify this effect. Aging populations, longer lifespans, and increased diagnosis rates all support sustained utilization of specialized services. At the same time, healthcare systems increasingly rely on niche providers to manage complexity more efficiently than large hospital networks can on their own.

These tailwinds do not guarantee success, but they provide a stable foundation. In business terms, that stability lowers risk — and lower risk often translates into higher valuations.

Valuing a Specialized Practice: More Than a Formula

Valuation in healthcare is rarely mechanical. While multiples and benchmarks matter, they only tell part of the story.

Take the process of valuing a pain management practice. Financial performance is the starting point, not the conclusion. Buyers look closely at payer mix, provider dependency, compliance history, and scalability. They assess whether earnings are sustainable or tied too closely to a single physician or location.

Within that analysis, pain management profitability becomes relevant as a signal, not a headline. It reflects how well the practice balances clinical care with operational efficiency, reimbursement management, and cost control. Practices that demonstrate consistent margins while maintaining compliance and quality standards tend to command stronger interest and better terms.

Importantly, valuation increases when systems, not individuals, drive results. Documentation protocols, diversified referral sources, and standardized care pathways all reduce perceived risk.

Operational Discipline as a Value Multiplier

Specialization alone does not create a goldmine. Execution does.

The highest-performing healthcare businesses treat operations as a strategic asset, not a back-office function. They invest in scheduling efficiency, documentation accuracy, billing optimization, and data visibility. Small improvements compound over time.

Short sentence. Long impact.

When leadership understands cost drivers and revenue mechanics at a granular level, decisions become sharper. Staffing aligns with demand. Capital expenditures are justified by utilization data, not instinct. Marketing focuses on referral quality rather than volume.

This discipline is often invisible from the outside, but it shows up clearly in financial statements. Clean margins. Consistent growth. Limited volatility.

The Role of Reputation and Referral Networks

In specialized healthcare, reputation functions like currency. Referrals are built on trust, outcomes, and consistency. Once established, these networks are difficult to replicate quickly.

This creates a subtle but powerful moat. New entrants may match pricing or technology, but they struggle to replace years of professional relationships. As a result, established practices often maintain market share even as competition increases.

From a business perspective, strong referral patterns reduce customer acquisition costs and stabilize revenue. Both are essential ingredients in long-term value creation.

Technology as an Enabler, Not a Shortcut

Technology plays a meaningful role in specialized healthcare, but rarely as a silver bullet. Electronic health records, analytics platforms, and automation tools enhance efficiency when paired with disciplined workflows.

The mistake many practices make is adopting technology without process clarity. Tools amplify existing behavior. If operations are disorganized, technology scales the disorder.

Successful operators start with process. They map workflows. They identify friction points. Only then do they apply technology to support consistency and insight.

Over time, this approach improves margins and creates cleaner data — a valuable asset during strategic reviews or transactions.

Compliance and Risk Management as Strategic Assets

Regulation is often framed as a burden. In specialized healthcare, it can be a competitive advantage.

Practices that invest early in compliance infrastructure reduce the risk of audits, penalties, and disruptions. They also become more attractive to partners and buyers who prioritize stability over aggressive growth.

Strong compliance signals maturity. It tells the market that leadership understands the environment and operates with intention. In industries where risk is priced heavily, this signal matters.

Exit Readiness Without Exit Pressure

One of the quiet strengths of specialized healthcare businesses is optionality. Well-run practices generate cash flow that supports reinvestment, lifestyle flexibility, or strategic growth. Owners are not forced to sell.

This optionality improves negotiating power. When an exit becomes attractive, it is often on favorable terms. When it does not, the business continues to perform.

Preparing for this flexibility requires thinking like an owner-operator and an eventual acquirer at the same time. Clean financials. Documented processes. Clear governance.

These steps do not signal an intention to sell. They signal professionalism.

Why This Opportunity Remains Underappreciated

Despite its strengths, specialized healthcare remains under-discussed in mainstream business conversations. Its complexity discourages casual analysis. Its returns accumulate quietly rather than explosively.

That is precisely why it continues to reward those who take the time to understand it.

The goldmine is not hidden because it is inaccessible. It is hidden because it requires patience, discipline, and respect for nuance.

Conclusion

Specialized healthcare does not rely on trends or theatrics. Its value is built through focus, systems, and steady execution. For those willing to engage with its complexity, it offers something rare in modern markets: resilience paired with opportunity.

The returns may not shout. But they endure.

Is Banking Experience Truly Essential for Fintech Success in Africa?

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In recent years, fintech has emerged as one of Africa’s most dynamic and transformative sectors, redefining how millions access financial services.

From mobile money platforms in East Africa to digital Neobanks in West Africa, these companies are challenging traditional banking models and expanding financial inclusion. Fintechs and digital financial services have remained the most funded across the African continent by value and deal count.

Amidst the growth and success stories, a common narrative persists that for a fintech to succeed, founders must come from a banking or financial services background. Many argue that without prior experience, founders risk destroying value through pure ignorance.

In a 2023 post on X (formerly Twitter), by serial entrepreneur and one of Africa’s most respected tech investors, Victor Asemota, he argues that inexperienced fintech founders in Africa often destroy value through ignorance.

He used anecdotes of ex-bankers succeeding by prioritizing quality customers and realistic updates over hype, contrasting with novices chasing unviable credit models.

Part of his post reads,

“Very Unpopular Opinion and likely to be stoned for this: Fintech founders MUST have some experience in banking or financial services background first before they are funded. Many fintech neophytes destroy so much value not out of deliberate actions but just pure ignorance.”

This post saw replies with many sharing the same sentiment, personal anecdotes, and examples that reinforced his point about the value of domain expertise in African fintech.

The Banking Experience Edge

The sentiment that banking or financial services experience provides an edge in African fintech holds weight for several reasons. Founders with prior exposure to banking understand risk management, regulatory compliance, and operational processes.

These are critical in a sector where trust and stability underpin user adoption and investor confidence. For example, someone who has navigated the complexities of loan disbursement, anti-money laundering protocols, or payment clearing systems will inherently be better equipped to design viable fintech products.

One notable example is Uzoma Dozie, founder of Sparkle and former Chief Executive Officer of Diamond Bank. With years of experience running one of Nigeria’s most prominent commercial banks, Dozie entered the fintech space with a clear understanding of the structural gaps within traditional banking. Sparkle was built to merge the stability and regulatory discipline of conventional banks with the agility and user-centric design of digital platforms, offering individuals and businesses a modern banking experience without sacrificing compliance.

A similar blend of banking expertise and innovation can be seen in Babs Ogundeyi, co-founder of Kuda Bank. With experience spanning auditing and banking operations, Ogundeyi brought a disciplined financial mindset into the creation of one of Africa’s fastest growing neobanks. His background helped Kuda establish strong internal controls, risk management frameworks, and compliance processes critical elements for earning trust in a fully digital banking model.

In the payment’s infrastructure space, Mitchell Elegbe, founder and CEO of Interswitch, represents one of Africa’s earliest examples of bank-informed fintech innovation. Elegbe’s early career in financial auditing and payment operations gave him firsthand insight into inefficiencies within Nigeria’s payments ecosystem. This background enabled him to anticipate both operational and regulatory challenges, positioning Interswitch as a foundational player in Africa’s digital payments evolution.

Collectively, these founders demonstrate that fintech innovation in Africa is not solely about disruption, but also about deep system understanding. By leveraging prior experience in banking and financial services, they have been able to build platforms that are not only innovative but also resilient, compliant, and scalable.

Experience Isn’t a Guaranteed Shield

While a banking background might present an edge, it is however, important to note that it doesn’t automatically ensure success. There are examples of founders with financial and banking experience who struggled or failed due to poor execution, overreliance on traditional models, and inability to adapt to market realities.

Conversely, some fintech founders without any prior banking experience have succeeded spectacularly by combining tech-savvy, market intuition, and strong strategic execution. Paystack co-founders Shola Akinlade and Ezra Olubi are a prime example. They built a multi-million-dollar payments platform without traditional banking backgrounds, but with engineering expertise.

However, as the company scaled, Paystack brought in experienced banking, compliance, and finance professionals to manage regulatory relationships, risk frameworks, and settlement processes.

Conclusion

Ultimately, while domain expertise in banking can provide an advantage, the true determinants of fintech success lie in entrepreneurial vision, execution strategy, and the ability to respond to market needs.

A founder must combine understanding of the financial ecosystem with adaptability, creativity, and operational excellence. Whether coming from a bank or a tech startup, the ability to identify opportunities, manage risk, and deliver value consistently will define whether a fintech venture thrives or falters.

OneDosh Bets on Stablecoins With $3M Pre-Seed to Fix Cross-Border Payments

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OneDosh, a financial technology company building modern infrastructure for instant, transparent, and borderless payments, has closed a $3 million pre-seed round to accelerate the development of its stablecoin-powered payment rails.

The company noted that the funding will support corridor expansion, deepen liquidity partnerships, and enable senior hires, positioning OneDosh at the intersection of stablecoins, global spending, and real-world payments.

As global commerce becomes increasingly digital, the shortcomings of traditional payment systems are becoming more pronounced. Slow settlement times, high transaction costs, fragmented cross-border rails, and limited access to banking services continue to restrict economic activity, particularly across emerging markets. In response, stablecoin-powered payment infrastructure is gaining traction as a foundational layer for the future of finance.

Across many African economies, persistent inflation and currency depreciation erode purchasing power and complicate pricing for businesses. Stablecoins offer a compelling alternative by providing a digital store of value designed to remain stable over time. For individuals, freelancers, and small businesses, this translates to reduced exposure to sudden foreign exchange volatility. For merchants and startups, it enables more predictable pricing, planning, and contract execution especially when working with international partners.

“Financial access should not be limited by geography,” said Jackson Ukuevo, Co-founder of OneDosh. “People already live global lives. OneDosh is built to ensure their money can move as freely as they do, supporting global work, global families, and global commerce.”

Founded in February 2025 by Jackson Ukuevo (Co-Founder & CEO), Godwin Okoye (Co-Founder), and Babatunde Osinowo (Co-Founder), OneDosh was built from lived experience rather than theory. The founding team encountered repeated friction, blocked cards, frozen accounts, slow cross-border transfers, and restrictive currency controls while living and traveling globally. Their conclusion was straightforward: the challenge is not demand, but infrastructure.

Earlier this month, OneDosh announced the launch of its cross-border payments platform in the United States and Nigeria, activating its first major payment corridor and marking a significant step toward a truly borderless global financial system. The service is now live across 49 U.S. states.

“Financial access should not be limited by geography,” said Jackson Ukuevo, Co-founder of OneDosh. “People already live global lives. OneDosh is built to ensure their money can move as freely as they do, supporting global work, global families, and global commerce.”

Headquartered in New York City, with its first African corridor in Nigeria, OneDosh leverages stablecoin technology to help individuals and businesses move money globally with speed, clarity, and trust.  Users can send money from the U.S. to Nigeria, store value in stablecoins, and spend globally using stablecoin-powered cards available on Apple Pay and Google Pay, accepted anywhere Visa is supported. Beyond consumer use cases, OneDosh is quietly building the underlying rails that connect wallets, cards, and countries into a single programmable payment infrastructure.

Looking ahead, OneDosh is positioning itself as a core infrastructure provider for a world where stablecoins become the default settlement layer for global payments. As adoption grows among consumers, businesses, and institutions, the need for compliant, scalable, and interoperable rails will only intensify.

With early traction across key corridors and fresh capital to expand its footprint, the fintech is betting that the future of cross-border payments will be faster, borderless, and natively digitally powered by stablecoins, built for real-world use.

JPMorgan CEO Breaks With Trump on Immigration, Warning Crackdowns Risk Economic and Social Damage

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JP Morgan Chase puts contents through its CEO account, it goes viral. But the same content via JPMC account, no one cares (WSJ)

JPMorgan Chase chief executive Jamie Dimon on Wednesday delivered a rare public disagreement with President Donald Trump’s immigration agenda, warning that the administration’s enforcement-heavy approach risks harming both the U.S. economy and the social fabric.

Speaking on a panel at the World Economic Forum in Davos, Switzerland, Dimon opened by crediting Trump for tightening border controls, a priority that has long resonated with parts of the business community. Illegal crossings at the U.S.-Mexico border fell to their lowest level in 50 years between October 2024 and September 2025, according to federal data cited by the BBC, an outcome the administration has repeatedly pointed to as evidence that its strategy is working.

But Dimon drew a clear line between border control and the way immigration enforcement is now being carried out inside the United States. His sharpest comments appeared to reference widely circulated videos and reports of Immigration and Customs Enforcement operations targeting alleged undocumented immigrants.

“I don’t like what I’m seeing, five grown men beating up a little old lady,” Dimon said. “So I think we should calm down a little bit on the internal anger about immigration.”

He did not specify a particular incident, and it remains unclear whether he was referring to a single case or speaking more generally about ICE confrontations. Still, the comment marked one of the bluntest critiques of Trump’s immigration tactics from a sitting chief executive of a major U.S. corporation during the president’s second term.

Since returning to office, Trump has moved swiftly to overhaul immigration policy. His administration has prioritized mass deportations, narrowed access to asylum, and significantly expanded funding for ICE personnel and detention facilities. It has also rescinded previous guidance that limited where immigration arrests could occur, opening the door to enforcement actions at schools, hospitals, and places of worship.

Supporters say the measures restore the rule of law; business groups and immigrant advocates argue they have fueled fear across entire communities.

Dimon’s comments highlighted the economic dimension of that debate. He pressed for clarity on who is being swept up in raids, asking whether those detained are in the country legally, whether they are criminals, and whether they have broken U.S. law.

“We need these people,” he said. “They work in our hospitals and hotels and restaurants and agriculture, and they’re good people… They should be treated that way.”

That argument has been a consistent feature of Dimon’s public positions for years. As the head of the world’s largest bank by market capitalization, he has repeatedly described immigration reform as one of the most effective ways to lift U.S. growth, ease labor shortages, and strengthen long-term competitiveness.

In shareholder letters and interviews, he has supported a merit-based green card system, citizenship for immigrants brought to the U.S. as children, and a more flexible approach to skilled-worker visas such as the H-1B programme.

On Wednesday, he returned to those themes, urging Trump to pair enforcement with pathways to legality and citizenship for “hardworking people” and to preserve access to asylum for those who qualify.

“I think he can, because he controlled the borders,” Dimon said, suggesting that the administration now has political room to soften its stance without losing credibility on security.

The remarks stood out in a corporate environment where public criticism of Trump has been muted. Unlike during his first term, when executives openly challenged policies ranging from trade to climate change, many CEOs have largely stayed silent this time around. Wall Street analysts and political observers say business leaders are wary of retaliation from an administration that has sued media organizations, universities, and law firms, and has shown a willingness to use regulatory and legal pressure against perceived opponents.

That dynamic surfaced directly during the Davos discussion. Zanny Minton Beddoes, editor-in-chief of The Economist, told Dimon she was struck by how careful he and other executives had been when discussing Trump.

“You are one of the more outspoken business leaders,” she said. “I’m genuinely struck by the unwillingness of CEOs in America to say anything critical. There is a climate of fear in your country.”

Dimon pushed back, arguing that he had been clear about his disagreements with the president on immigration, tariffs, and relations with European allies.

“I think they should change their approach to immigration,” he said. “I’ve said it. What the hell else do you want me to say?”

Even so, his intervention underscored how unusual such candor has become. Although for Trump, immigration remains a core political issue and a defining feature of his presidency, it is something different for corporate America. The tension between enforcement, labor needs, and economic growth is becoming harder to ignore. Dimon’s comments suggest that, at least for some business leaders, the cost of staying silent may now rival the risks of speaking out.