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Most of us have dreamed of becoming entrepreneurs at one point or another, but very few of us dare to quit a stable job and forsake a regular paycheck in favor of the uncertainty that running your own entails. As an myself, I believe that it’s a lifestyle full of risks that can also lead to a life rich with rewards. Statistics show that in the uncertainty of the current economic climate, more and more young people are turning to ecommerce and entrepreneurship. Young people often have a natural flair for entrepreneurship because they are adaptable, optimistic, forward-thinking and tenacious. 

I recently interviewed 15 such entrepreneurs under 30, each of whom has made a mark at a young age and is relentlessly working on their goals amidst all the chaos going on in the world.

Alex Jay

Jay is the founder of Ezay Automation, which helps eommerce stores scale to six- and seven-figures. In Jay’s view, “Being an entrepreneur is about having the ability to help others. It can create freedom. You create jobs, and you create opportunities, you can change the

“The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage.”
Warren Buffett, Fortune, 1999

In a recent column, I wrote about my conviction that some aerospace companies are poised to succeed in the long run, even though the COVID-19 crisis has clobbered their share prices in recent months. My firm, Gravity Capital Management, owns a few such stocks; in this column, I’ll focus on one of them that looks particularly investable at current prices. 

Woodward (Ticker: WWD; $73 a share, $4.5 billion market capitalization as of market close June 24) dominates the market for jet-engine fuel systems, the components that introduce the fuel into the engine and then regulate and monitor it. The company was incorporated 150 years ago, in 1870, to regulate the motion of waterwheels. Run by Woodward family members or close associates for the next 125 years, Woodward moved from waterwheels to industrial turbines and then, in the 1930s, into aerospace controls.

Woodward focused on engineering excellence, and by the late 20th century …

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More bankrupt stocks, anyone?

Shares of GNC, the now-bankrupt vitamin and supplements retailer, rose as much as 60% in pre-market trading on Thursday following its Chapter 11 bankruptcy filing on Tuesday.

The embattled nutrition chain, also known as General Nutrition Centers, said it plans to close as many as 1,200 of its 5,800 U.S. stores. In its first earnings quarter this year, the company also reported a loss of $200 million. The company plans to emerge from bankruptcy this fall.

GNC’s stock, meanwhile, has plunged from around $60 in 2013 to $0.61 at close on Wednesday. Volumes skyrocketed 814.7%, according to S&P Global data.

But as many market observers may have noted by now, it hasn’t become unusual to see shares of a newly-bankrupt company skyrocket in trading. In fact, it’s become quite en vogue for day traders.

Recently-bankrupt car renter Hertz skyrocketed as much as 95% from the time it filed on May 22 through June 8. Shares of embattled retail titan J.C.Penney rose some 162% from May 15 through June 8, and Whiting Petroleum also …

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Good morning. David Meyer here in Berlin, filling in for Alan.

It would be something of an understatement to say the question of reopening businesses right now is a fraught one. Look at Apple, which—in the context of rising coronavirus infection figures—is already shutting some of its U.S. stores again, or Disney, which is delaying the reopening of its Anaheim, Calif. theme park in response to workers’ fears of unsafe conditions.

At Fortune we have been examining the issue for a while now as part of our How to Reopen campaign, and this morning we are publishing an online-only mini-magazine devoted to the subject. Here’s the cover:

The package is fronted by this great Geoff Colvin piece about how it’s the boldest companies that will win out at this critical moment. As he writes:

“Economic calamities—even tragic, once-a-century global pandemics—require business leaders to find opportunity in the chaos. It’s there to be found. Leaders who can seize it will mitigate the pain for employees, consumers, vendors, communities, and investors. The big lesson from past downturns is that the competitive order