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Blackstone’s Gray: Market ‘noise’ fueled record redemptions from world’s largest private credit fund

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Blackstone’s Gray: Market ‘noise’ fueled record redemptions from world’s largest private credit fund


Jon Gray, President and COO of Blackstone, speaks during the Axios BFD event in New York City, U.S., October 12, 2023. REUTERS/Brendan McDermid

Brendan Mcdermid | Reuters

Blackstone president Jon Gray on Tuesday defended the quality of loans within the firm’s flagship private credit fund after investors pulled nearly 8% from it in the last quarter.

The alternative asset management giant said in a late Monday filing that it allowed investors to withdraw 7.9% of BCRED, which it calls the largest private credit fund in the world, with about $82 billion invested. Blackstone did so in part by allowing the firm’s own investors to plow $150 million into the fund.

The move sparked a sell-off in Blackstone shares, which fell as much as about 8.5% in morning trading Tuesday, as well as in other private credit peers.

“When you think about credit quality, the 400-plus borrowers here, they had 10% EBITDA growth last year,” Gray told CNBC’s David Faber, using a term referring to a company’s financial performance. “So when we look at this, we feel pretty darn good.”

Instead of calming markets, recent moves by alternative asset managers to allow investors to cash out of funds have only added to jitters around private credit and loans to the software industry. Last month, the storm intensified when Blue Owl said it found buyers for $1.4 billion of its loans, in part to help cash out 30% of an embattled credit fund.

Now, with the far larger asset manager Blackstone being swept up in it, concerns around private credit seem to be broadening.

A Blackstone spokesman said the firm and its employees’ investment in BCRED was “about meeting 100% of requests for the quarter with certainty and timeliness.”

The fund delivered 9.8% annualized returns since inception for Class I shares, the spokesman said.

“We’ve had a ton of noise,” Gray told CNBC. “As you guys know better than anybody in the press, this has become a story.”

‘Spin cycle’

Concerns were first triggered last fall with the collapse of Tricolor and First Brands, firms that also received funding from banks, the Blackstone executive noted.

“There’s a constant spin cycle, and so when that’s happening, it’s not a surprise that investors can get nervous,” Gray said. “Financial advisors can say, ‘Hey, I want to redeem.'”

Still, loans to software firms make up the single biggest exposure for BCRED, at roughly 25% of the fund, per disclosures.

While Gray acknowledged that “there are software companies that will be disrupted” by AI in the coming years, he also noted that debt lenders are senior to equity holders and that many software companies will be difficult to dislodge.

“There’s this disjointed environment now between what’s happening on the ground with underlying portfolios and what’s happening in the news cycle,” Gray said. “Ultimately, these things will resolve themselves.”

Why people are suddenly investing in private credit — and what the risks could be



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How Costly Is A $10 Oil Spike For India’s Economy?

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How Costly Is A  Oil Spike For India’s Economy?


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Every $10 rise in global crude oil prices could shave around 0.5 percentage points off India’s GDP growth, say experts

India imports nearly 50 percent of crude oil from the Middle East

India imports nearly 50 percent of crude oil from the Middle East

Every $10 rise in global crude oil prices could shave around 0.5 percentage points off India’s GDP growth, underscoring the country’s heavy reliance on imported oil and vulnerability to global energy volatility, Vandana Bharti, Research Head–Commodity at SMC Global Securities, told ANI.

In an interview with ANI, Bharti said escalating geopolitical tensions in West Asia pose a significant economic risk for India as crude prices climb and supply chains face potential disruptions.

“Every $10 increase in crude oil prices impacts India’s GDP by roughly 0.5%. We have already seen prices rise by about $10–$15 recently, and the economic impact will eventually reflect in growth numbers,” she said.

West Asia tensions driving oil prices higher

The surge in oil prices follows intensifying tensions involving the United States, Israel and Iran, particularly around the Strait of Hormuz — a critical maritime corridor through which roughly 20–25% of global oil shipments pass.

Bharti said the conflict has injected additional uncertainty into global energy markets and added what she described as a “war premium” to crude prices.

“It’s not just about the possibility of the Strait of Hormuz closing. Insurance costs and freight charges are rising, and shipments are being rerouted. All these factors add a war premium to crude oil prices and increase market uncertainty,” she said.

Risks extend beyond shipping

According to Bharti, the risks go beyond maritime routes and extend to energy infrastructure itself.

“Energy sites such as crude oil facilities and LNG plants are potential targets. There are also concerns about seabed cables and other critical infrastructure. So the threat is not only to energy supply but also to broader global trade and connectivity,” she noted.

Crude prices rise sharply

Oil prices have already surged as tensions intensified in the region.

Bharti said crude climbed from around $69 per barrel to nearly $78 per barrel within a week.

“In just one week we have seen prices move from about $69 to $78 per barrel. If tensions persist, crude could rise further to around $85–$87 per barrel in the coming days,” she said.

India’s reliance on Middle Eastern crude

India remains particularly vulnerable to such price shocks due to its heavy dependence on imported oil.

Bharti noted that roughly half of India’s crude imports come from the Middle East, and many domestic refineries are specifically configured to process Middle Eastern crude grades.

“India imports nearly 50% of its crude from the Middle East, so any disruption in the region directly impacts supply availability and pricing,” she said.

India maintains strategic petroleum reserves that can help cushion short-term disruptions, but Bharti emphasised that these are primarily meant for emergencies.

“We have reserves that can last about 25–30 days in emergency situations, but the structural dependence on Middle Eastern supply remains,” she said.

She added that even brief supply disruptions could trigger volatility across Asian financial markets.

“Even a two-week disruption could create significant volatility in Asia. We are already seeing pressure on currencies, equity outflows and rising economic uncertainty,” Bharti said.

Diversification may cushion the impact

Bharti said India could mitigate some risks by diversifying crude supply sources.

“Russia has been offering crude at discounted prices, so India may increase purchases from Russia or other suppliers if required. Adjusting supply chains and renegotiating trade arrangements can provide some relief,” she said.

She also pointed out that members of the Organization of the Petroleum Exporting Countries (OPEC) may attempt to stabilise prices, although security concerns could limit immediate production increases.

Impact on fertilisers and agriculture

Higher crude prices could also ripple into other sectors of the economy.

Bharti warned that rising energy costs may push up fertiliser prices and agricultural input costs, potentially affecting the upcoming kharif crop season.

“Higher energy costs could make fertilisers and farm inputs more expensive, which may increase the cost of cultivation for farmers,” she said.

Renewables gain strategic importance

Bharti added that the ongoing geopolitical tensions highlight the need for countries to accelerate the transition to renewable energy.

“Events like this are a wake-up call. Governments may increasingly prioritise renewable energy such as solar to reduce dependence on volatile fossil-fuel supply routes,” she said.

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Anthropic officially designated a supply chain risk by Pentagon

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Anthropic officially designated a supply chain risk by Pentagon



The supply chain risk designation of the artificial intelligence firm is a first for a US company.



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Historic winter storms weigh on Gap, Old Navy performance after 800 temporary store closures

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Historic winter storms weigh on Gap, Old Navy performance after 800 temporary store closures


Pedestrians in the snow at Times Square during a winter storm in New York, US, on Sunday, Feb. 22, 2026.

Bloomberg | Bloomberg | Getty Images

Historic winter storms and subsequent store closures weighed on Gap’s performance during its holiday quarter and contributed to worse-than-expected results at its portfolio of brands, the retailer said Thursday. 

Cold weather, snow and ice throughout much of the U.S. in January led to about 800 temporary store closures at the storms’ peak, contributing to a miss on comparable sales for Old Navy and mixed companywide results, the retailer said. 

“Old Navy and all the brands were actually trending better heading into that weather disruption,” said finance chief Katrina O’Connell. “The good news is the trends recovered immediately after those storms passed.” 

Across the business, which includes Old Navy, Banana Republic, Athleta and Gap’s namesake banner, the retailer reported mixed fiscal fourth quarter results – missing expectations on the bottom line and meeting consensus on revenue. 

Here’s how the retailer did compared with what Wall Street was anticipating, based on a survey of analysts by LSEG:

  • Earnings per share: 45 cents vs. 46 cents expected
  • Revenue: $4.24 billion vs. $4.24 billion expected

Gap’s stock fell as much as 9% in extended trading Thursday.

The company’s reported net income for the three-month period that ended Jan. 31 was $171 million, or 45 cents per share, compared with $206 million, or 54 cents per share, a year earlier. During the quarter, Gap’s gross margin was weighed down by tariffs and fell to 38.1%, slightly worse than analysts expected, according to StreetAccount. 

Sales rose to $4.24 billion, up about 2% compared to $4.15 billion a year earlier. 

Gap’s guidance was largely in line with expectations, but failed to exceed consensus. For the current quarter, it’s expecting revenue to rise between 1% and 2%, compared to expectations of 2%, according to LSEG. 

For the full year, the company is expecting sales to grow between 2% and 3%, in line with expectations of 2.5% growth, according to LSEG. Given a $313 million positive legal settlement Gap saw during the current quarter, it issued an adjusted full-year earnings per share outlook. The company said its expecting adjusted earnings per share to be between $2.20 and $2.35, compared to expectations of $2.32, according to LSEG. 

Gap did not factor recent changes to tariffs into its outlook because the company believes it’s “premature to plan for a change” as the situation continues to evolve, said O’Connell. Given how much of a hit Gap took from President Donald Trump’s global tariffs, which were struck down by the U.S. Supreme Court last month, Gap could issue stronger guidance in the coming quarter because the newly enacted 15% tariff is slightly below the previous rates for many countries.

“If the [current] Section 122 tariffs were to stay in place for the year or expire in July, it should lead to a more favorable outcome versus the outlook we provided today,” said O’Connell. “If 15% were the rate that would stay in place for the balance of the year, that rate is slightly below the current IEEPA rates that are contemplated in our plans, so that could give us a modest benefit to operating income if that scenario were to play out.” 

Gap’s choppy results come just over two years into CEO Richard Dickson’s turnaround plan and analysts begin to expect more from the apparel giant. Now that the company has improved profitability, returned to growth and amassed a staggering $3 billion cash pile, Dickson said he’s ready to turn to the next phase of the plan, which is about “building momentum.” 

“Our primary focus is going to be on growing our core apparel business, and we’re going to do this through continuous improvement,” said Dickson. “This has all been driven by disciplined execution, which we need to continue to do with better product, better marketing and better storytelling and that’s not easy, but we’re proving that that muscle is getting stronger and stronger now.” 

In the meantime, Gap is also turning its sights on growth opportunities for the company, including its expansion into beauty and accessories and its fashion and entertainment platform through the recent appointment of a chief entertainment officer. He said the ventures will begin to really scale next year. 

Here’s a closer look at how each brand performed: 

Old Navy

Gap’s largest and most important brand saw sales rise 3% to $2.3 billion, with comparable sales also up 3%, well below analyst consensus of 4.3%, according to StreetAccount. Despite the miss, Gap said Old Navy’s “price value equation is resonating with consumers” and it’s continuing to win over shoppers across a wide range of income levels. 

Gap

The brightest spot of Gap’s quarter came from its namesake banner, which saw sales rise 8% to $1.1 billion with comparable sales up 7%, far ahead of expectations of 4.6%, according to StreetAccount. Under Dickson, the brand has worked to regain its cultural relevance and is winning over a wide range of generations, including younger, Gen Z shoppers. 

Banana Republic

The safari-chic workwear brand posted its third straight quarter of positive comparable sales, which were up 4%, beating expectations of 2.5%. Sales rose 1% to $549 million, reflecting progress in both marketing and product assortment. “Men’s just continues to build momentum. Key items like the traveler pant, our cashmere program, really fantastic outerwear that’s been driving the performance, particularly in the quarter,” said Dickson. “Women’s performance is becoming much more consistent. We’ve had strength in denim skirts and sweaters and as we enter 2026, Banana is really starting to find its momentum.”

Athleta 

The athleisure brand saw another quarter of sagging sales, with revenue down 11% to $354 million and comparable sales down 10%. In some ways, the drop reflects an overall sluggish athletic apparel market, but the company has also had a number of strategic missteps, including targeting the wrong customer and offering products that failed to land. Under the brand’s new CEO, Dickson said Athleta has been working on revamping the assortment, bringing back customer favorites and dialing up innovation. 

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