The first rule of money management is never to have to say you are sorry. That’s why money managers never tell you in real time what their holdings are. It’s why they don’t hold monthly meetings. It’s why they don’t take questions. To which I say this: We run a club. We are open about what we do. How can you learn if you can’t even admit your mistakes? With our “Monthly Meeting” for December now in the books, here’s a look at how we misstepped in 2022 — and what we learned along the way. What we learned 1. Market cap matters. Some of our best stocks got out of hand. At one point Nvidia (NVDA), a very good company, was worth more than $820 billion, or more than 29 times sales. It didn’t matter that Nvidia is one of the finest, most innovative companies around. Just like there is a buy price for pretty much everything there is a sell price, too. When you have a very high price-to-sales ratio, you must ask yourself if there’s too much enthusiasm and not enough that can still take it higher? You must scrutinize whether the company has something up its sleeve in the next 12 months, not the next 12 years, that backs up the premium. If you’re creating answers to justify a valuation that has become unjustifiable, then you have to exit the position — as we should have done with Nvidia. 2. It’s key that a company be communicative with shareholders. Or does it dodge you and treat you unfairly? That’s been our experience with Bausch Health (BHC). No matter what we do they will not talk to us. They will not call us back. They won’t validate the thesis they laid out on “Mad Money.” So we are frozen, we don’t know what to do. This belligerence is unacceptable and puts us in limbo, a terrible place to be. 3. Don’t fall for the grand tour, or the grand lunch for that matter. You have no idea how many executives I go out with each week. Of course, each has a good story. Same with the executives who come on “Mad Money.” It’s always sunny. That’s why meeting with an executive can be fatal. CEOs are salespeople for their institution. They are incredibly effective. You have to be skeptical and resist the sirens. 4. Beware of stories based on the total addressable market size. You can get all bulled up for nothing. So often a company says an opportunity is so huge you have to get in on it. I didn’t fall into this trap with SmileDirectClub (SDC), the braces company, which told us that the worldwide total demand for its products was $500 billion. That may have been true when the stock was at $15 a share two years ago. But it also may be true at 53 cents a share, where it is now. Remember these more pertinent words: show me the money. 5. Don’t fight the Federal Reserve. No matter how rock solid your story might be, no matter how much the earnings could ramp up, if the Fed is trying to knock down inflation, it will knock down your stock, too. A hawkish Fed is your enemy. When we forgot this, we lost a lot of money. In a bear market, capital preservation trumps all. And, now… What we got right 1. Make things and do stuff. Last November, we made a determination that we were going to buy stocks of companies that ‘make things and do stuff’ at a profit. This one phrase saved us hundreds of thousands of dollars because the world changed from being in love with companies that may, one day, make stuff, but certainly not at a profit. Those all turned out to be losers. 2. And don’t be expensive. As the Fed grew more vociferous we had to add a new corollary to our favorite statement: the company had to make things and do stuff profitably, and not be expensive. The Fed’s actions shrunk the multiples of stocks that grew sales and earnings but the price to earnings was just too high to own. The more we sold of these kinds of stocks the more money we saved. 3. We never fell for fads. The market went gaga for all sorts of themes this past year that we felt had little validity — everything from charging stations to green hydrogen and electric vehicles and car parts. We never took the bait. We never trusted the street. We knew not to buy what Wall Street was selling. 4. Boring is good. As the year went on, we found ourselves being drawn more and more to companies that simply weren’t interesting. They were just cheap relative to their peers in ways that made no real sense, so we held them and their values came out over time. They paid out dividends every quarter and reduced their share counts through steady repurchases, thereby increasing our ownership. They were consistent and dependable with their earnings. The job of a money manager is to make as much money as possible with the least amount of risk. Boring reduces risk and volatility, but also increases reward. 5. Don’t panic. If you’ve done your homework and are confident that the story of a company is a good one, don’t panic even if the market says you’re wrong. Some of the best buys we had this year — buys like that of Estee Lauder (EL), Devon (DVN) or Honeywell (HON) — were opportunities because we knew the story and would not let the market shake us out of them. (See here for a full list of the stocks in Jim Cramer’s Charitable Trust.) As a subscriber to the CNBC Investing Club with Jim Cramer, you will receive a trade alert before Jim makes a trade. Jim waits 45 minutes after sending a trade alert before buying or selling a stock in his charitable trust’s portfolio. If Jim has talked about a stock on CNBC TV, he waits 72 hours after issuing the trade alert before executing the trade. THE ABOVE INVESTING CLUB INFORMATION IS SUBJECT TO OUR TERMS AND CONDITIONS AND PRIVACY POLICY , TOGETHER WITH OUR DISCLAIMER . NO FIDUCIARY OBLIGATION OR DUTY EXISTS, OR IS CREATED, BY VIRTUE OF YOUR RECEIPT OF ANY INFORMATION PROVIDED IN CONNECTION WITH THE INVESTING CLUB. NO SPECIFIC OUTCOME OR PROFIT IS GUARANTEED.
A trader watches as Federal Reserve Chair Jerome Powell speaks on a screen on the floor of the New York Stock Exchange (NYSE), November 2, 2022.
Brendan McDermid | Reuters
The first rule of money management is never to have to say you are sorry. That’s why money managers never tell you in real time what their holdings are. It’s why they don’t hold monthly meetings. It’s why they don’t take questions.
The BP logo is displayed outside a petrol station that also offers electric vehicle recharging, on Feb. 27, 2025, in Somerset, England.
Anna Barclay | Getty Images News | Getty Images
Oil giant BP is bracing itself for a shareholder backlash at its annual general meeting (AGM) on Thursday, with a chorus of disgruntled investors planning to voice their concerns over the firm’s green strategy U-turn.
A planned resolution on the reelection of outgoing BP Chair Helge Lund has been billed as an opportunity for investors to signal discontent on climate change, corporate governance and the influence of U.S. hedge fund Elliott Management.
Britain’s beleaguered energy major, which has lagged behind more hydrocarbon-focused industry peers in recent years, has sought to resolve something of an identity crisis by launching a fundamental reset.
Seeking to rebuild investor confidence and boost near-term shareholder returns, BP in February pledged to slash renewable spending and ramp up annual expenditure on its core business of oil and gas.
The strategy reset was broadly welcomed by energy analysts, and BP CEO Murray Auchincloss has since said the pivot attracted “significant interest” in the firm’s non-core assets.
British asset manager Legal & General, a leading shareholder in BP with a roughly 1% stake, said it intends to vote against Lund’s reelection on Thursday — a position that would defy BP’s management recommendation.
Legal & General cited dissatisfaction over major revisions to the firm’s energy strategy, alongside BP’s decision not to allow a shareholder vote on the new direction.
Legal & General’s plans align with those of international asset manager Robeco, U.K. pension funds Nest and Border to Coast, as well as activist investors including Dutch group Follow This — all of which have indicated they will vote against Lund’s reelection.
Norway’s gigantic sovereign wealth fund and a number of U.S. pensions funds, however, have reportedly said they will back Lund’s reelection. Proxy advisors Institutional Shareholder Services and Glass Lewis have also recommended a vote in favor of Lund, according to Reuters.
It paves the way for a shareholder showdown at BP’s AGM, with observers closely monitoring the level of investor opposition to Lund’s reelection. Historically, votes against the chair of BP have remained under 10%.
A BP spokesperson declined to comment when contacted by CNBC.
Energy transition plans
BP’s renewed focus on oil and gas comes at a time when the London-listed energy firm is firmly in the spotlight as a potential takeover target. British rival Shell and U.S. oil giants Exxon Mobil and Chevron have all been touted as possible suitors.
“We value the significant steps BP has taken in recent years regarding its climate-related commitments and efforts, which we have supported through extensive and constructive dialogues, aimed at creating long-term value as the climate transition unfolds,” Legal & General’s investment stewardship team said on April 11.
Murray Auchincloss, chief executive officer of BP, during the “CERAWeek by S&P Global” conference in Houston, Texas, on March 11, 2025.
Bloomberg | Bloomberg | Getty Images
“However, we are deeply concerned by the recent substantive revisions made to the company’s strategy as announced at the 2025 Capital Markets Day on 26 February, coupled with the decision not to allow a shareholder vote on the newly amended climate transition strategy at the 2025 AGM,” they added.
Legal & General said BP’s announcement earlier this month that Lund will step down, likely next year, was viewed “positively,” but ongoing unease about the firm’s succession plan means it intends to vote against the AGM resolution.
Five years ago, BP became one of the first energy giants to announce plans to cut emissions to net zero “by 2050 or sooner.” As part of that push, BP pledged to slash emissions by up to 40% by 2030 and to ramp up investment in renewables projects.
The company scaled back this emissions target to 20% to 30% in February 2023, saying at the time that it needed to keep investing in oil and gas to meet global demand.
Robeco said in its rationale that BP had refused to repeat a so-called “Say on Climate” vote for its strategy revision, despite previously requesting shareholder support for the firm’s previous and “more ambitious” transition goals.
“We have unsuccessfully requested such a consistent feedback mechanism several times, including in a public letter alongside other investors with GBP 5 trillion in assets under management,” said Michiel van Esch, head of voting at Robeco.
“As a result, we have growing concerns over the company’s resilience through the energy transition, and over the consistency of its approach to climate governance, leading us to vote against the chairman and chair of the safety and sustainability committee,” he added.
Governance concerns
Elliott Management, for its part, is widely thought to be putting pressure on BP to minimize low-carbon investments and prioritize oil and gas. It emerged recently that the activist investor has built a near 5% stake in BP, making it one of the firm’s largest shareholders.
Activist shareholder Follow This, which has a long history of pushing for Big Oil to do more to tackle climate change, said the need to vote against Lund had not disappeared following news of his looming departure. The group added that investors concerned with good governance should voice their dissatisfaction.
“Voting against the board is the only way for shareholders to express their dissent over BP’s refusal to allow a vote on its strategy U-turn,” Mark van Baal, founder of Follow This, said in a statement.
“Now, the board has unilaterally changed course without asking shareholder support with a vote. This raises serious governance concerns. It seems BP’s leadership is afraid of its own shareholders,” he added.
Luxury is a tough concept to pin down, but being constantly connected to work, kids, and telemarketers ain’t it. Genesis gets it, and its latest ultra-luxe off-road concept ditches screens in favor of the view out the windshield – and it’s got enough off-road chops to promise two things about those views: they’re real, and they’re spectacular!
Genesis calls its new X Gran Equator concept an elegant overlander for the modern explorer that marries on-road sophistication with off-road resilience. Whatever they call it, the 4×4’s dashboard is delightfully free from sweeping touchscreens, mood lighting, and any hint of telephonic integration.
If you zoom in, you can see screens in the instruments. High-definition roll and pitch displays, altimeters, and probably other outdoorsy, overland-y things that the sort of people who want to do that in what would surely be a verywell-appointed six-figure SUV for a similarly verywell-heeled buyer.
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And that buyer? They wouldn’t miss the screen, because the screen doesn’t matter. The real show is out the front windshield – and if someone from the office calls to interrupt the vibe, you won’t even know. I know I’d pay extra for that … and I can’t imagine I’m alone.
This is how Genesis explains it:
Inside, the X Gran Equator Concept orchestrates contrast between analog architecture and digital technologies, crafting a space that feels both functional and evocative. At the center of the cabin is a four-circle display cluster on the center stack, inspired by the vintage camera dials. The interior design features contrasting colors and shapes, with a preference for geometric over organic elements. The dashboard’s linear architecture and absence of decorations focus the driver’s attention on the journey, while swiveling front seats and modular storage solutions enhance practicality.
After the show, the company will move the concept to a display at Genesis House New York in the Meatpacking District, where it will stay “in residence” until the end of July. If you’re out that way for either event, take a picture of it and tag Electrek on Instagram!
The new-for-2025 Honda P7 electric SUV officially went on sale earlier today with 469 hp and more than 650 km (403 miles) of range from its 89.8-kWh nickel manganese cobalt (NMC) battery … and you won’t believe the price!
First shown as a concept at the launch of Honda’s Ye brand a year ago, today. Ye is a joint venture between Honda and local automakers Dongfeng, who build the brand’s S7 model, and GAC, which helped develop the mechanically similar P7 that just went on sale.
And, by “similar,” I mean really, really similar. The AWD version of the new Honda P7 offers up to 620 km (385 miles) of CLTC-rated range, while the RWD can go 650 km (403 miles), which are identical figures to the S7. Even the crossover’s dimensions, at 4,750 mm long, 1,930 mm wide, and 1,625 mm tall with a 2,930 mm wheelbase, are identical.
Even the interiors – which are fantastic, by the way, with an innovative mix of screens, buttons, and super-slick sideview monitors – are tough to tell apart.
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Honda Ye EV interior(s)
So, how can you tell the P7 apart from its S7 sibling? The P7 has C-shaped lighting elements that are distinctive from the S7’s X-shaped lights. The end result is a face that reads a bit more “Honda” to me, but that may or may not be a good thing in the Chinese market.
Pricing for the new Honda P7 starts at 199,900 yuan (about $27,200) for the two wheel drive variant, and is also offered with all-wheel drive for 249,900 yuan (about $34,000, as I type this), complete with the sort of advanced ADAS features you have to pay good money to supervise here in the US. That pricing makes both P7 models significantly less expensive that the what the company thought would be the vehicle’s main competitor, the Tesla Model Y.