• Anthropic's Boris Cherny says companies are right to focus on their ROI for AI.
• At the same time, Cherny said employees at all levels and roles still need tokens to be able to experiment with AI.
• Then, the Claude Code creator said, companies can start to control costs.

Claude Code creator Boris Cherny has a message for companies that are nervous about their AI token budgets.

"ROI is absolutely the right framing because you don't want to just think about cost because you kind of spend something on it and you get something back," Cherny said during a recent fireside chat at Scale AI.

Jesse Chen, Meta's director of product management who moderated the chat, asked the Anthropic employee directly about the recent concerns raised by Uber COO Andrew Macdonald about whether the rideshare giant's AI spending was leading to enough of a return to justify the rising cost of AI tokens.

Tokens are units of text that serve as a measurement for AI usage, such as the prompts processed by large language models, including those that power chatbots like Anthropic's Claude or its generative AI coding tool, Claude Code.

Cherny said it's right to be focused on ROI. It's also important, he said, not to overdo it in response to cost concerns.

"The way to do this is give people tokens and give them safety to experiment so they feel like they can try stuff and they're not going to get penalized for it," he said. "Once you find these internal use cases that kind of work, then you want to control the costs and you want to do that on the backend, not on the front end."

Otherwise, companies might miss out on the best ideas for deploying AI.

"Often, some of the most interesting ideas and the most innovative ways to improve processes and new product ideas are going to come from an accountant somewhere in the corner of the org or a marketing person that the CEO has never heard of," Cherny said.

Cherny emphasized that Anthropic offers several ways for its enterprise customers to control costs and set budgets, including per-seat cost controls.

Others in the AI space, including OpenAI CEO Sam Altman, are also increasingly discussing companies' concerns about the ROI of their AI investments.

As Cherny mentioned, AI firms like Anthropic are essentially token generators. That also means that they have an incentive to keep selling their models and generative AI tools, especially as they approach highly anticipated IPOs. The creator of Claude Code said that Anthropic is also paying attention to how its tokens are used.

"They're not free for us because every token we use is a token we do not give to a customer, so there's an opportunity cost," he said. "When I think about it, it actually maybe comes back to ROI."

Measuring that ROI is also changing, Cherny said, as the pace of AI model advancements continues to accelerate. He previously said that companies may have looked at the percentage of code written by AI. Cherny said that measurement is no longer as useful once more people let AI write 100% of their code, as he does.

"Then think about, how much is the code per engineer accelerating? And then the third thing to think about is like, what are the other bottlenecks that are getting in the way?" he said. "Because once you get it to this point where engineers are just writing a lot of code, the bottleneck is going to be like good ideas. So, how do you un-hobble that so that your company can generate ideas faster?

• Panera Bread CEO Paul Carbone hopes to reverse the chain's slumping sales with a new strategy.
• The effort, named RISE, addresses customer complaints about food value and in-store service quality.
• The chain's latest menu launch, featuring new summer drinks and bowls, builds on the momentum.

As Panera Bread's chief financial officer, Paul Carbone once signed off on a change that looked good on a spreadsheet.

The chain swapped its salad base from 100% romaine lettuce to a mix of romaine and iceberg in the summer of 2024, a move he said was intended to save money.

Now, as CEO, Carbone says Panera is trying to undo that kind of thinking.

"No one really likes iceberg lettuce," Carbone told Business Insider. "No one looks at that white salad and says, 'Now that's worth it.'"

For Carbone, the lettuce decision — which was fully reversed in June 2025, shortly after he became chief executive — has become shorthand for a broader problem at Panera: Years of small cost-cutting moves, menu changes, and operational tweaks chipped away at the experience customers remembered loving.

Panera is now rolling out a summer launch tied to its broader "RISE" transformation strategy, an acronym for the steps of the turnaround effort, which stands for "refresh the menu," “ignite value," "serve guests with excellence," and "expand the network."

The latest evidence of that effort arrives this week in the form of new shrimp-topped bowls, upgraded salads, bacon-and-cheese breakfast frittatas, frozen coffees, and fruit-forward beverages — a menu overhaul intended to remind customers why they fell in love with Panera in the first place.

Carbone said Panera began developing the strategy last year after multiple years of negative same-store transactions. Sales sometimes rose, he said, but that growth was driven by pricing and mix, not by more customers coming in.

"The lifeblood of a restaurant company is transactions," he said. "So that's where we started to develop Panera RISE."

At its core, RISE is Panera's attempt to fix the complaints customers raised most often: food that no longer felt worth the price, fewer affordable options, weaker in-store service, and growing competition for diners' attention. The company spent months talking with thousands of customers to determine its areas of focus.

Carbone said many still had warm feelings toward Panera, but had stopped visiting because the chain had gotten too expensive, removed favorite menu items, or simply fallen out of their routines.

That's a tough place to be in a restaurant market where consumers have become increasingly selective. Business Insider has previously reported that diners are splitting along income lines, with lower-income consumers cutting back while wealthier households keep spending. Restaurants have responded with discounts and limited-time offers to improve value messaging, but analysts have warned that value alone is not always enough to bring customers back.

Panera's own traffic remains under intense pressure. Foot traffic has declined year over year every month from January through May this year, according to data from the foot traffic firm, Placer.ai.

R.J. Hottovy, Placer.ai's head of analytical research, said sandwich chains in particular have seen fewer visits than other concepts as consumers push back on menu price increases and embrace healthier eating habits.

Carbone's diagnosis goes beyond food. Panera also cut labor at cafés to cut costs, he said. The company has since added a front-of-house role, the Guest Experience Champion, to greet customers, answer questions, and help maintain dining rooms.

It is also rethinking how technology fits into the business.

"There was a time that if you talked to folks here, they would tell you that we were a technology company that sold food," Carbone said. "I will tell you emphatically, we are a restaurant company that uses technology to enhance the guest experience. We're not a technology company."

That does not mean abandoning digital ordering, kiosks, or loyalty tools. Only about a quarter of Panera's business is now eaten inside its cafés, Carbone said, but two-thirds of customers still walk into a restaurant, whether they are dining in, picking up, or ordering to go.

That means the in-store experience still matters.

Under RISE, Panera is adding new menu items and drinks, but the bigger bet is that customers will notice when the chain starts optimizing for experience again, not just efficiency.

Carbone said Panera's priorities now are simple: "Transactions, sales, profits — in that order."

After years of trying to drive growth through price cuts and efficiency, Panera is betting that getting more customers through the door again will take something simpler: giving them a reason to come back.

Os novos recordes de Wall Street no fim de maio, embalados pelo rali das ações de tecnologia e pelo alívio com as negociações envolvendo o Oriente Médio, e a derrocada de quase R$ 100 bilhões no valor de mercado da Petrobras (PETR4) em maio estiveram no centro das atenções dos leitores nesta semana, de 31 de maio a 6 de junho.

Entre os temas mais lidos aqui no Money Times, na semana entre o dia 31 de junho e seis de junho, aparecem também a repercussão de uma das frases mais conhecidas de Warren Buffett sobre medo e ganância no mercado, a primeira venda de bitcoin da história da Strategy, dona da maior tesouraria corporativa da criptomoeda, e a carteira de dividendos do BTG Pactual para junho. Confira o que mais ganhou destaque nos últimos dias.

Wall Street bate máximas com rali de tecnologia

A matéria mais lida da semana mostrou que os principais índices de Wall Street encerraram maio em níveis recordes, impulsionados pelo desempenho das gigantes de tecnologia e pelo otimismo dos investidores com a possibilidade de um acordo para encerrar o conflito no Oriente Médio. No fechamento de 29 de maio, o Dow Jones subiu 0,74%, o S&P 500 avançou 0,22% e o Nasdaq ganhou 0,91%, todos em máximas históricas. No acumulado do mês, o Nasdaq saltou mais de 8%.

A reportagem destacou ainda que a moderação dos preços do petróleo ajudou o humor dos mercados, enquanto ações de tecnologia seguiram puxando o movimento, com destaque para a Dell após resultados acima do esperado.

• Leia mais: Wall Street bate máximas com rali de tecnologia e expectativas de paz no Oriente Médio; Nasdaq salta 8%

Warren Buffett e a velha máxima sobre medo e ganância

Outro texto que chamou atenção dos leitores retomou uma das frases mais famosas de Warren Buffett: “seja medroso quando os outros forem gananciosos, e seja ganancioso quando os outros forem medrosos”. A matéria explicou como a máxima resume a lógica da estratégia contrarian, que busca se afastar do consenso quando o mercado entra em euforia ou em pânico.

Segundo o texto, a ideia é que, em momentos de otimismo exagerado, investidores tendem a subestimar riscos e pagar caro demais pelos ativos, enquanto, em períodos de crise, o medo pode levar a vendas precipitadas e a preços abaixo do que os fundamentos justificam.

• Leia mais: Warren Buffett, o maior investidor de todos os tempos, disse: “seja medroso quando os outros forem gananciosos, e seja ganancioso quando os outros forem medrosos”

Strategy vende bitcoin pela primeira vez e criptomoeda cai

Na terceira posição, ficou a notícia de que a Strategy, antiga MicroStrategy, vendeu 32 bitcoins entre 26 e 31 de maio, levantando cerca de US$ 2,5 milhões a um preço médio de US$ 77.135 por unidade. Segundo a reportagem, foi a primeira venda de bitcoin da história da companhia desde dezembro de 2022.

O movimento chamou atenção porque a empresa é símbolo da estratégia de acumulação de bitcoin em tesouraria. Após a operação, a Strategy continuava com 843.706 BTC, avaliados em cerca de US$ 61 bilhões, enquanto a criptomoeda aprofundava as perdas e era negociada perto de US$ 72 mil na manhã da publicação.

• Leia mais: Strategy faz primeira venda de Bitcoin (BTC) de sua história no valor de US$ 2,5 milhões e criptomoeda aprofunda queda

BTG mexe na carteira de dividendos de junho

A busca por renda também esteve entre os assuntos mais lidos da semana. Em sua carteira recomendada de dividendos para junho, o BTG Pactual retirou Vibra Energia (VBBR3), incluiu Caixa Seguridade (CXSE3), reduziu exposição a Allos (ALOS3) e Motiva (MOTV3) e elevou a participação de Cury (CURY3).

Além dessas mudanças, a seleção segue com nomes como Petrobras (PETR4), Itaú Unibanco (ITUB4), Vale (VALE3), Bradesco (BBDC4), Axia Energia (AXIA3), Equatorial (EQTL3), Copel (CPLE3) e Copasa (CSMG3). Entre os destaques, a Allos aparecia com potencial de retorno em dividendos de até 12,2%, o maior da carteira.

• Leia mais: Dividendos: 12 ações para ter na carteira de junho e buscar retornos de até 12,2%, segundo BTG Pactual

Petrobras tem primeiro mês negativo em 2026

Fechando a lista, a Petrobras voltou aos holofotes depois de perder R$ 98,1 bilhões em valor de mercado em maio, no primeiro mês de baixa das ações em 2026. Segundo a reportagem, PETR3 caiu 14,62% no período e PETR4 recuou 14,43%, com a companhia encerrando o mês avaliada em R$ 576,5 bilhões.

O gatilho para a correção foi a queda do petróleo, pressionado pelo otimismo do mercado com o avanço das negociações entre Estados Unidos e Irã. Os contratos do Brent para agosto acumularam baixa de 17,4% em maio, encerrando a última sessão do mês a US$ 91,12 por barril.

• Leia mais: Petrobras (PETR4) perde quase R$ 100 bilhões em valor de mercado em maio e tem primeiro mês negativo de 2026

• Target is calling about 150 remote workers back to its Minneapolis headquarters.
• The relocation mandate impacts workers within its merchandising division.
• The retailer, which brought on a new CEO earlier this year, has been working to turn the business around.

Target is calling more remote workers back to its headquarters.

The retailer is requiring about 150 remote workers within two teams in its merchandising group to relocate to Minneapolis, a spokesperson confirmed to Business Insider. Bloomberg earlier reported the news.

The company is offering relocation assistance to those who decide to move and severance to those who choose not to.

A company spokesperson said in a statement that "increased in-person collaboration across a core part of our merchandising team will help us reinforce our merchandising authority, unlocking greater creativity and enabling us to move faster to deliver on our strategy."

The retailer, which brought on a new CEO earlier this year, is in the midst of a turnaround strategy to revive growth, and improving its merchandise is a pillar of that effort.

The relocation mandate comes as more companies, such as Amazon and AT&T, have been calling workers back into the office in recent years. Target last year ramped up in-office days for employees already based in Minneapolis.

Target does not have a companywide mandate and has left in-office requirements to team leaders.

Have a tip? Contact this reporter via email at dreuter@businessinsider.com or text/call/Signal at 646-768-4750. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

• Anduril president Matthew Steckman said that defense tech companies have to "create a monopoly."
• There are only one or two programs in each category that are big enough to sustain a business, Steckman said.
• "If you capture them, you have a business, and if you don't, you have no business," he said on "20VC."

Defense tech is winner-takes-all, according to Andruil's president.

Anduril has quickly become a market leader, spawning a venture capital frenzy. The industry is also notoriously competitive, with companies duking it out for lucrative government contracts.

On the "20VC" podcast, President and Chief Business Officer Matthew Steckman described the company's strategy. They'd need to win in key product categories, he said — and maybe monopolize them.

Every defense product category has one big or two big programs, Steckman said. He used the example of small drones, for which there are "very few" programs that would create enough revenue to maintain a business.

"If you capture them, you have a business, and if you don't, you have no business," Steckman said of these programs.

Defense tech companies must shoot for the moon, he said. It's this "addressable market question" that most companies in the sector get wrong, he said.

"You have to create a monopoly," Steckman said. "We knew that."

Anduril's strategy, then, was to create strong underlying technology that could keep them competitive in multiple markets. The company calls this Lattice, the tech that consumes data, interprets it, and then manipulates robots around it, he said.

Those technologies apply to 20 different markets, Steckman said, each "different parts of the defense apparatus."

It's clearly paid off. The company is reportedly raising its next round at a valuation of $60 billion. Some venture capitalists with FOMO are paying premiums for their shares. One compared it to buying Taylor Swift tickets.

Want to work there? Your best way in might be winning a drone-racing competition. In April, the company will reward one winner with a job and a $500,000 check.

After Steckman posited his theory of monopolization in defense tech, host Harry Stebbings asked: Why, then, are there so many drone companies?

"There will definitely be one winner," Steckman said. "The challenge for investors is actually figuring out which one it is."

• To invest in real estate without having to fork over a big down payment, some investors are using the BRRRR method.
• It involves buying a property with potential, renovating it, and renting it out.
• Then, investors can use a cash-out refinance to help fund their next purchase.

Real estate investing can be an effective way to build wealth, but it's not as simple as selecting an index fund, contributing money, and letting it grow.

Successful real estate investing requires time, strategy, and money — often a significant amount, especially for investors looking to build multi-property portfolios.

To scale without having to save for a new down payment and closing costs for each deal, some investors use a strategy known as "buy, rehab, rent, refinance, repeat," or BRRRR.

The approach involves buying a property with potential, renovating it, and renting it out. Once rented, the next step is to refinance, allowing investors to pull out their original investment, plus any equity they've built, to help fund their next purchase. Banks typically lend up to 70% to 75% of a property's value in a cash-out refinance.

Scaling quickly by recycling capital

When buying an investment property, "you're really looking at at least 20% down," Pieter Louw told Business Insider. He and his childhood friend, Connor Swofford, used the BRRRR strategy to scale from zero to 24 units in 12 months. "Even with a $300,000 or $400,000 property, with closing costs, you have to come up with 60 to 80 grand, which is not very scalable."

Their first deal was a duplex with a carriage house in Buffalo. Two of the three units were ready to rent, while the third required renovations. They said they bought it for $295,000, put about $40,000 into it, and by the time they refinanced, it appraised for $430,000.

"That really kick-started us," said Louw.

They've financed their deals with hard money loans (short-term loans secured by a "hard" asset, such as real estate), sometimes layering in private money for the down payment or renovations. Working with hard money lenders allows them to move faster than traditional banks, though it does come with risk, Swofford said: "It's a big balloon payment, you have to personally guarantee the loan, and there's a bit more paperwork and harder compliance hurdles to clear."

Thanks to Louw's construction background, they can confidently predict their rehab costs and timeline, which is critical for a successful BRRRR.

"The two biggest things are making sure that your construction budget is reasonably accurate," said Louw, "and knowing your purchase price and what the value would be afterward: the ARV."

Carolyn Yu has used the BRRRR method to scale to five properties in two years.

Her strategy centers on buying below market value, improving the property, allowing it to appreciate, and then tapping into the built-up equity to help finance another purchase.

"My strategy is basically to use every property to fund the next one," said the 27-year-old investor seeking early retirement.

A slower, more flexible version of BRRRR

There's more than one way to execute a BRRRR. Financially independent investor Dion McNeeley has experimented with a "live-in BRRRR," and Mike Newton, a Washington State trooper who owns more than 20 rental units, uses what he calls a "slow BRRRR" strategy to reduce risk.

"One of the main concerns with the BRRRR strategy is, what if I don't get the appraisal I want? What if I don't get it remodeled as quickly as I thought I would?" said Newton. "All of a sudden, as I take longer, it now costs me way more money."

His "slow BRRRR" strategy works like so: First, he secures private money from individual investors in his local real estate community. There's nothing unique about that step; the key is how he structures the loans. He sets up a five-year interest-only loan term. For example, on a 2025 triplex purchase, he borrowed $60,000 at 10% interest, meaning he owed the lender $6,000 per year, or about $500 a month, with no principal payments.

He'll eventually pay the loan back in a lump sum after he rehabs and refinances the property, but he has plenty of time to do so. He includes a clause that allows him to extend the loan for up to three additional years if the appraisal doesn't meet a specified threshold. He also includes a no prepayment penalty clause.

"If we had some crazy recession or the value didn't come back, I can wait longer and continue to cash flow," he said. "Even though 10% is not a great interest rate, if you're not paying any principal, the actual payment I'm making of $500 a month is less than what a principal and interest payment would be."

When the timing is right, he refinances, pays back the private lender, and moves on to the next deal.

Why some investors are shifting to BRRRR now

For Louisville-based investors Mike Gorius and Kevin Hart, BRRRR is becoming more attractive as market conditions change.

The business partners have primarily focused on house flipping since they started buying real estate together in 2019, but they're leaning more heavily into BRRRR projects in 2026.

A cooling market has made quick resale profits harder to rely on.

They know the strategy isn't risk-free. You still have to make sure your numbers work, and you can hit the value you're expecting, Hart said.

"From the get-go, you still have the risk of rehab and the risk of running correct costs to make sure that you can actually get a good appraisal."

However, compared to flipping, BRRRR offers a more predictable exit.

"You're taking out the risk of the market," explained Hart. Instead of worrying about a flip sitting for months while you're paying interest, "you know that at the end of the rehab you can get a tenant in there and you can immediately refinance with the bank."

It may not yield quick cash like a successful flip, but they're playing the long game.

• A16z cofounder Marc Andreessen recently said he practices introspection "as little as possible."
• The internet lit up with memes, challenging his theory that the "great men of history didn't sit around doing this stuff."
• Critics pointed to historical figures like Marcus Aurelius, John D. Rockefeller, and Warren Buffett.

Marc Andreessen is not digging deep within himself. He's proudly anti-introspection.

The cofounder of Andreessen Horowitz said in a recent interview that he isn't big on self-reflection. In fact, he told David Senra that he aims for "zero" introspection — or "as little as possible." He wants to be moving forward, he said, drawing an upward slope with his hand.

"I found people who dwell in the past get stuck in the past," Andreessen said. "It's a real problem. It's a problem at work, and it's a problem at home."

Andreessen also said that the "great men of history didn't sit around doing this stuff."

After Senra posted the clip online, X users sounded off in the comments — and quickly memed Andreessen's words.

Y Combinator cofounder Paul Graham replied to ask, "What?"

"That's not true," Graham wrote. "Do you not feel that Charles Darwin, for example, was among the great men of history?"

SoFi CTO Jeremy Rishel called Andreessen's take "absurdly wrong," citing examples such as Marcus Aurelius and the US founding fathers. Fifty Years founding partner Seth Bannon pointed to other examples, like John D. Rockefeller and Warren Buffett.

AppClub founder Preston Attebery pointed to a moment when Steve Jobs seemed introspective. After being ousted from Apple, Jobs told Newsweek that he "went for a lot of long walks in the woods and didn't really talk to a lot of people."

"They are telling you to forget about introspection while they go on podcasts to introspect," Opendoor product manager Fahd Ananta wrote.

Others defended Andreessen. Serial entrepreneur Ryan Carson wrote that he didn't have the patience for introspection, journaling, or therapy. The clip "made me feel less bad about it," he wrote.

Podcast host Rob Wiblin wrote that Andreessen was actually criticizing rumination, "which really is harmful most of the time."

Elon Musk posted on X: "Reinforcing negative neural pathways via therapy or introspection is a recipe for misery. Don't cut a rut in the road."

As he often does, Andreessen posted through it all. He put multiple statements from "my therapist Claude" up on his X and recommended a book. As Peter Thiel is to the antichrist, Andreessen is to introspection, he wrote.

Introspection was the combination of neuroticism, narcissism, and thumbsucking, the venture capitalist wrote.

When one interviewer asked Steve Jobs an introspective question — where he fits in the history of American inventors — Jobs responded, "I don't really think that way." Andreessen reposted the clip with one word: "Well."

Throughout it all, Andreessen took several opportunities to rag on his critics.

"A lot of you need to do more introspection, obviously," Andreessen wrote.

A S&P Global Ratings atribuiu à Strategy uma classificação de crédito de nível lixo, citando como fraquezas a alta concentração em criptomoedas, o foco estreito nos negócios, a fraca capitalização ajustada ao risco e a baixa liquidez em dólares americanos da fabricante de software empresarial.

A empresa, anteriormente conhecida como MicroStrategy, recebeu classificação B-, ou dois níveis abaixo do grau de investimento, com perspectiva estável, informou a agência de classificação de crédito em um comunicado nesta segunda-feira (27). Michael Saylor, cofundador da empresa e responsável pela transição para a acumulação de Bitcoin nos últimos cinco anos, observou em uma publicação no X que esta foi a primeira classificação de uma empresa de tesouraria de Bitcoin.    

Analistas de crédito da S&P foram rápidos em destacar que a Strategy detém aproximadamente US$ 74 bilhões em valor justo em Bitcoin, acumulados com recursos provenientes de emissões de dívida e ações. Embora a S&P tenha destacado a gestão “prudente” da Strategy em relação à sua dívida conversível, a agência de classificação de crédito expressou preocupação com o risco de liquidez do acordo de dívida da empresa. 

A Strategy emitiu quase US$ 15 bilhões em dívida conversível combinada e ações preferenciais, com US$ 5 bilhões em dívida conversível fora do dinheiro com vencimento em 2028. A empresa também deve mais de US$ 640 milhões anualmente em dividendos preferenciais em outubro de 2025.

A S&P destacou os riscos de liquidez para a dívida conversível e os dividendos preferenciais da empresa. Especificamente, os analistas observaram que a dívida conversível da Strategy pode atingir o vencimento simultaneamente ao estresse no preço do Bitcoin. Isso poderia levar a empresa a liquidar seu Bitcoin a “preços deprimidos” ou reestruturar sua dívida conversível ou ações preferenciais, o que a S&P “consideraria equivalente a um calote”.

A Strategy enfrenta um problema de “descasamento cambial”, afirmou a S&P. Embora detenha bilhões de dólares em Bitcoin, precisa pagar vencimentos de dívidas, juros e dividendos de ações preferenciais em dólares. A empresa tem vendido ações ordinárias para levantar recursos para pagar juros e dividendos. 

Os riscos citados são apenas parcialmente compensados ​​pelo forte acesso da empresa aos mercados de capitais e pela gestão prudente de sua estrutura de capital, incluindo a manutenção de nenhum vencimento nos próximos 12 meses e o financiamento de seus negócios principalmente com capital próprio, disse a S&P.

A classificação pode ser elevada se a Strategy reduzir seu uso de dívida conversível, melhorar sua liquidez em dólares americanos e demonstrar forte acesso aos mercados de capitais, mesmo em períodos de estresse de preço do Bitcoin, disse a S&P.

“Acreditamos que o Bitcoin apresenta um risco de mercado significativo, não correlacionado aos riscos de mercado tradicionais”, escreveram analistas da S&P. “Como a maior parte dos ativos da empresa está em Bitcoin, e seus ativos em Bitcoin provavelmente continuarão a crescer substancialmente, provavelmente continuaremos a considerar o capital como uma fraqueza.”

A Strategy anunciou nesta segunda-feira (27) que havia adquirido US$ 43,4 milhões em Bitcoin nos últimos sete dias, elevando seu patrimônio para 640.808 tokens, avaliados em cerca de US$ 73,7 bilhões. A empresa sediada em Tysons Corner, Virgínia, deve divulgar os resultados financeiros do terceiro trimestre na quinta-feira.

Um representante da Strategy não retornou imediatamente a um pedido de comentário.