Macy’s delivered another quarter of mixed results on Thursday as investors wait and see how quickly CEO Tony Spring can pull off a turnaround of the business with yet another activist investor looking to take the chain private.

Across the business, which includes the Macy’s banner, Bloomingdale’s and Blue Mercury, comparable sales during the all-important holiday quarter were down 1.1%. But comparable sales across its owned and licensed businesses, plus its online marketplace, were up 0.2%, which is the highest the metric has been since the first quarter of 2022. 

Plus, the so-called First 50 locations — the stores that Macy’s is devoting more resources to as part of its turnaround plan — saw comparable sales up 0.8%, marking the fourth quarter in a row the metric has been positive.

The two bright spots in an otherwise worse-than-expected set of results suggest Macy’s turnaround is showing some signs of life — it just might not be working fast enough.

For fiscal 2025, Macy’s is expecting adjusted earnings per share of $2.05 to $2.25 and sales of between $21 billion and $21.4 billion, lower than Wall Street expectations of $2.31 per share and $21.8 billion, according to LSEG.

Macy’s shares fell slightly in early trading.

Here’s how the department store performed during its fiscal fourth quarter, compared with what Wall Street was anticipating, based on a survey of analysts by LSEG:

The company’s reported net income for the three-month period that ended Feb. 1 was $342 million, or $1.21 per share, compared with a loss of $128 million, or a loss of 47 cents per share, a year earlier. Excluding one-time items including impairments and settlement and restructuring charges, Macy’s reported earnings of $507 million, or $1.80 per share. 

Sales dropped to $7.77 billion, down about 4% from $8.12 billion a year earlier. Like other retailers, Macy’s benefited from an extra selling week in the year-ago period, which has skewed comparisons. 

For the current quarter, Macy’s is expecting adjusted earnings per share of between 12 cents and 15 cents and sales of between $4.4 billion and $4.5 billion, far below estimates of 28 cents and $4.71 billion, according to LSEG.

On a call with analysts, chief operating officer and chief financial officer Adrian Mitchell said the company is taking a “prudent” approach to guidance given the fluid nature of the turnaround plan, cautious consumer spending and uncertainties created by recent tariff increases between the U.S. and major trade partners.

“If we weren’t in the environment that were operating in, I would be even more bullish on our potential,” CEO Spring said during a call with analysts. “But I think prudency is important at this point in time.”

Macy’s mixed results come just over a year into Spring’s tenure as the legacy department store’s chief executive and his three-year strategy to turn the business around. While Bloomingdale’s and Blue Mercury saw another quarter of positive comparable sales, growing 4.8% and 6.2%, respectively, Macy’s namesake banner continues to be the company’s laggard with comps down 1.9%. 

To address long-standing issues at the legacy banner, Spring has implemented an aggressive store closure plan that includes shuttering 150 doors and a strategy to fix its better-performing locations. As Macy’s and other department stores have shrunk over the years, it’s faced criticism for neglecting its stores, not having enough staff and falling behind on the retail essentials that are necessary to win in any environment. 

Spring has started to address those issues by investing in 50 locations and providing better staffing, merchandising and visual presentation of the company’s varied assortment.

So far, the plan appears to be working. When Macy’s added more staffing to the shoes and handbag departments at 100 test locations, those stores outperformed shops that didn’t have those investments, Spring said Thursday.

Storewide, the first 50 locations have continued to outperform the bulk of the chain, and in February, the company added an additional 75 stores to the program, bringing the total number of “reimagined” locations to 125.

“Performance of both the first 50 and the 100 test stores illustrate that when we invest in the customer experience, we can grow sales,” said Spring. “Now we must scale these changes in order to achieve our long-term goals.”

In fiscal 2024, comparable sales across Macy’s business were still down by 0.9%, but that’s an improvement of 5.1 percentage points compared to fiscal 2023. In the fourth quarter, comparable sales at the Macy’s nameplate also saw a decline of 0.9%, up 3.8 percentage points from the prior year.

Still, investors shouldn’t expect a return to growth this year. The company is projecting comparable sales for the owned stores it’s keeping open, plus its licensed businesses and online marketplace, to be down 2% to flat in fiscal 2025 compared to the prior year.

Reimagined stores now make up 36% of the 350 Macy’s locations that the business plans to keep open after it finishes closing underperforming locations. It will take time — and capital — to extend its strategy to the bulk of the chain. Spring has given the company two more years to pull it off, but whether investors have the patience to see the strategy play out — and whether macroeconomic conditions will slow it down — remains to be seen. 

In December, activist investor Barington Capital revealed it has a position in Macy’s and wants the company to cut spending, explore selling its luxury brands and take a hard look at its real estate portfolio. It’s the fourth activist push at the department store in the last decade.

Like the activists that had come right before it, Arkhouse and Brigade, many suspect that Barington is mainly after Macy’s lucrative real estate portfolio and is more interested in juicing it for profit than doing the work necessary to revitalize the chain. Still, Macy’s must act in the interest of shareholders and if it’s not doing enough to return value quickly an activist could eventually win out.

Macy’s on Thursday announced its intent to resume share buybacks under its remaining $1.4 billion share repurchase authorization, “market conditions pending.” 

“Building on our momentum, we continue to elevate the customer experience, deliver operational excellence and make prudent capital investments,” said Mitchell. “We remain committed to generating healthy free cash flow and returning capital to shareholders through share buybacks and predictable quarterly dividends.” 

Rare pieces of memorabilia from two of the National Basketball Association’s biggest icons are hitting the auction block and are expected to sell for a combined $20 million.

Sotheby’s announced on Thursday that it is putting up for auction Michael Jordan and Kobe Bryant rookie jerseys that were worn during each of their first NBA games. The auction comes as rookie memorabilia has seen a recent surge in popularity and pricing.

“The historical weight of these two jerseys is difficult to overstate. They are as rare as they come,” said Brahm Wachter, Sotheby’s head of modern collectables, in a statement.

The jerseys will be available in separate lots beginning March 21.

Sotheby’s is auctioning off rare jerseys from Michael Jordan’s and Kobe Bryant’s rookie season.

The Jordan jersey was first worn Oct. 5, 1984, in Peoria, Illinois, where he played his first game for the Chicago Bulls in front of a crowd of just 2,000 people.

Sotheby’s said jerseys from Jordan’s rookie season are “unicorns” and rarely seen on the market.

Jordan ended up averaging 28.2 points per game that rookie season, earning him Rookie of the Year honors. He went on to win six NBA championships and has cemented his name as one of the greatest basketball players of all time.

Sotheby’s expects the iconic jersey to fetch about $10 million.

A second lot is offering Bryant’s first jersey from his 1996-97 rookie reason with the Los Angeles Lakers. Sotheby’s said the rare jersey was worn during Bryant’s first preseason and regular season games.

Bryant entered the NBA at just 18 years old and went on to win five NBA championships and two Finals MVP awards. He died in a tragic helicopter crash in 2020.

Bryant’s jersey is also expected to sell in the $10 million range.

Sotheby’s says rookie memorabilia has seen a recent uptick in demand among its customers. In October 2023, Victor Wembanyama’s game-worn San Antonio Spurs jersey sold for $762,000, and in August 2022, a 1952 Topps Mickey Mantle rookie card sold for $12.6 million.

“Early rookie jerseys represent the genesis of an athlete’s career. For collectors in search of true one-of-one treasures, this is a once-in-a-lifetime opportunity to own iconic pieces of basketball history,” said Wachter.

President Donald Trump will “probably” announce tariff compromise deals with Canada and Mexico soon, Commerce Secretary Howard Lutnick said Tuesday.

The potential agreements would likely involve scaling back at least part of Trump’s brand new 25% tariffs on imports from Mexico and Canada, he added.

Lutnick’s comments came minutes after the U.S. stock market limped to a close for a second day of sharp declines, spurred at least in part by investors’ fears that Trump’s aggressive policies will ignite a crippling trade war.

The compromise with Canada and Mexico will likely be revealed as soon as Wednesday, Lutnick said on “Fox Business.”

While the Cabinet secretary did not specify what Trump would agree to, he suggested the U.S. president would be willing to meet Canada and Mexico “in the middle.” He also appeared to foreclose on the possibility that Trump would lift the tariffs entirely.

The Trump administration on Tuesday reimposed sweeping 25% tariffs on Canadian and Mexican imports after putting them on pause for a month.

Trump, who has held up tariffs as an all-powerful negotiating tool, based the policy on allegations that the neighboring countries were failing to stem the flow of drugs and crime into the U.S.

“Both the Mexicans and the Canadians are on the phone with me all day today, trying to show that they’ll do better,” Lutnick said Tuesday afternoon.

“And the President is listening because, you know, he’s very, very fair and very reasonable. So I think he’s going to work something out with them,” he said.

Lutnick described a deal in which Canada and Mexico agree to “do more,” at which point Trump would “meet you in the middle some way.”

“We’re going to probably be announcing that tomorrow,” he said.

Lutnick said the announcement would not be another pause.

The comments came hours before Trump was set to deliver a primetime address to a joint session of Congress.

Starbucks announced Tuesday that Nordstrom CFO Cathy Smith will join the company as its new chief financial officer, replacing longtime veteran Rachel Ruggeri.

The executive change is the latest for Starbucks after Brian Niccol joined the company as chief executive in September with the goal of turning around slumping coffee sales.

So far, noteworthy departures during Niccol’s tenure have included the company’s North American CEO, North American president, chief supply officer and the former chair of the board. Meanwhile, many executives with ties to Niccol from his time leading Chipotle Mexican Grill and Yum Brands’ Taco Bell have joined the company.

Smith, 61, joins Starbucks after two years at Nordstrom, which is also based in Seattle and recently announced a $6.25 billion deal to go private. Throughout her decades-long career, Smith has also served as CFO for Bright Health Group, Target, Express Scripts, Walmart International, GameStop, Centex, Kennametal, Textron and Raytheon.

Smith is expected to start next month, Niccol wrote in a letter to employees.

Ruggeri has served as chief financial officer for Starbucks since 2021. Excluding two brief stints at other companies, she has worked at the coffee chain since 2001.

“I’m personally grateful for the partnership we’ve had over the last 6 months since I joined Starbucks,” Niccol said in the letter. “Thank you, Rachel, for all you have done for our business, our culture and our partners.”

Her departure is without cause, the company said in a regulatory filing. Ruggeri will stick around to help with Smith’s transition into the role, according to Niccol.

Sonic the Hedgehog may be able to run faster than the speed of light, but his film franchise nearly came to a screaming halt in 2019.

A less-than-three-minute trailer released early that year to tease the film’s release, which was just six months away, was widely panned by fans who took to social media to rail against Paramount’s character design. Dubbed “Ugly Sonic,” the blue creature that appeared on film was a far cry from the iconic video game speedster.

Cinematic Sonic, version 1, had more realistic facial features, including human-like teeth, and his body proportions were deemed inconsistent with the character fans grew up with in the ’90s.

“The trailer goes out, and I think it became the most viewed trailer in the history of Paramount Pictures. Which is amazing,” said Toby Ascher, who acquired the rights to Sonic and produced the film franchise. “The only problem was that 90% of people hated the trailer because of the design of Sonic.”

“All of a sudden we went from trying really, really hard to make a really, really faithful video game adaptation to being next in line of the people who had ruined video games for everyone. It just was a disaster of epic proportions,” Ascher added.

The studio pivoted, opting to redesign the title character and push the film’s release back three months to February 2020. The fix cost Paramount around $5 million but resulted in a franchise that has generated nearly $1.2 billion at the global box office. The studio hopes to build on that momentum with a fourth installment in the film franchise, set to debut in 2027.

“The Sonic franchise owes its box office success and longevity to a monumental decision early in the development of the first films’ marketing campaign,” said Paul Dergarabedian, senior media analyst at Comscore. “A re-design of a main character is no small thing. … These decisions can make or break what is every studio’s dream of having a single film turn into a long-term revenue generating franchise. The return on investment by turning an ‘ugly’ Sonic into a beautiful revenue generating franchise is undeniable.”

Ascher first acquired the rights to Sonic the Hedgehog in 2013, a time in Hollywood when video game-inspired films had failed to resonate with audiences.

“When we first started working on Sonic, making a video game adaptation was, like, a really bad idea,” he told CNBC.

No film based on a video game property had, to that point, managed to earn a positive rating from review aggregator Rotten Tomatoes. It wasn’t until 2019 that a video game-based film generated a “fresh” rating on the site, indicating more than 60% positive reviews.

“I don’t think anyone in town really thought making a Sonic movie was a good idea,” Ascher said. “But, I think our strategy was that we had grown up with these games. We’ve grown up with these characters, and we wanted to treat them like any other character. We wanted to give them real emotional arcs, and real emotional stories where you could relate to them.”

Ascher noted that previous video game adaptations typically focused on worldbuilding rather than character development.

“What we’ve been able to do is inject into the franchise heart, and I think that that’s what’s made it different,” said Neal Moritz, Ascher’s producing partner and producer of franchises like “The Fast and the Furious” and “21 Jump Street.”

Both Ascher and Moritz noted that while the filmmaking team behind the first “Sonic the Hedgehog” film overhauled the main character’s design, the story remained pretty much the same.

The filmmaking team was blindsided by audiences’ reactions to the first trailer, but were resolute in trying to resolve the issue rather than shelve the film or release it in its current form.

Moritz said he made an “impassioned speech” to the heads of Paramount and Sega to allow the filmmakers to fix the mistake.

As Moritz recalls, he told executives: “We really screwed up here, but there’s an incredible amount of interest and what we need to do is fix it … We need some more money and we need some more time. If you give that to us, I think we could turn this thing around.”

“I give both Paramount and Sega a lot of credit,” Moritz said. “They said ‘OK.’”

In the redesign, the team brought back Sonic’s iconic white gloves and classic red shoes. They reinfused the character with some of his cartoon roots, and six months after the first trailer, Paramount released a new iteration.

“The fans saw that we were trying to be really genuine in our love for this franchise,” Ascher said, noting that in the wake of the first trailer the team began engaging more with fans and focus groups to drum up feedback and inspiration.

The new trailer was well-received by fans, and three months later “Sonic the Hedgehog” opened to $58 million at the box office. The feature went on to collect $146 million domestically before the pandemic shuttered theaters. Globally, it pulled in $302 million.

The Sonic franchise has continued to thrive in the following years, with each follow-up feature outperforming the last.

“Sonic the Hedgehog 2” snared $190 million domestically and $403 million globally, while “Sonic the Hedgehog 3″ tallied $235 million stateside and $485 million worldwide.

“That’s a big jump,” said Marc Weinstock, Paramount’s president of worldwide marketing and distribution. “I get excited that every new movie does better than the last one, which is rare.”

Following the success of the second “Sonic” film, the studio’s then-president and CEO of Paramount Pictures, Brian Robbins, greenlit a “Knuckles” series based on the franchise for the company’s streaming service, Paramount+, as well as a third Sonic film.

Sonic was becoming multi-platform, much like Robbins and Paramount had done for franchises like “Teenage Mutant Ninja Turtles,” “A Quiet Place,” “Spongebob Squarepants” and “Paw Patrol.”

The “Knuckles” show generated more than 11 million global viewing hours in its first 28 days on Parmount+.

The theatrical success also rocketed Sonic from a $70 million licensing business to one that generates more than $1 billion in retail revenue annually, according to Ivo Gerscovich, Sega’s senior vice president and chief business and brand officer of Sonic the Hedgehog.

“The great thing about Sonic — and the success of Sonic from the very beginning — is that we basically have listened to the fans from day one,” Robbins, now co-CEO of Paramount, said. “The fans are fanatical about this franchise and love this franchise and know this franchise. Because of that, they’ve become really key in shaping the franchise … They evangelize it.”

Fans inspired the casting of Keanu Reeves as Shadow, an archrival of Sonic, in the third Sonic film. And the filmmaking team says it continues to look to fans to inspire which characters it will add to the films and series next.

Ascher and Moritz both teased that the fourth Sonic film with again feature a new fan-favorite character, but said the team will continue to expand the franchise’s universe at a slow pace.

“If all of a sudden we bring every character, they are not going to get the time that the audience needs to understand them and relate to them and really fall in love with them,” Ascher said. “So, as we bring characters in, whether it’s film or it’s TV, the most important thing is that they have a good story that really showcases the character in an incredible way.”

Disclosure: Comcast is the parent company of NBCUniversal and CNBC. NBCUniversal owns Rotten Tomatoes and is the distributor of “The Fast and the Furious” films.

Domino’s Pizza is finally releasing its own version of stuffed crust on Monday, aiming to win over the customers who are willing to spend more on the pricey pizza customization. 

Thirty years ago, Yum Brands’ Pizza Hut debuted the cheesy stuffed crust, marketing the launch with a television commercial starring Donald Trump. As years passed, rivals Papa John’s and Little Caesars eventually followed with their own takes. Trump went from hawking pizza to sitting in the Oval Office.

Generations of consumers have grown up with stuffed crust, including the increasingly important Gen Z diners, who are entering the workforce and buying their own pizzas now. The addition is critical for Domino’s, the top U.S. pizza chain, to compete with rivals Pizza Hut and Papa John’s, which have ceded market share to Domino’s in recent quarters but still steal the pizza chain’s customers.

“Nearly 13 million Domino’s customers each year are buying stuffed crust from our competitors, and these are our customers who have to leave our brand because we’re the only national pizza brand that doesn’t offer it,” Domino’s Chief Marketing Officer Kate Trumbull told CNBC.

Domino’s has taken so long to release stuffed crust that a survey of its customers found that 73% already believed that the chain offered it on the menu, according to Trumbull.

That all changes on Monday, when Domino’s launches its Parmesan Stuffed Crust. The menu item is included in the pizza chain’s $9.99 carryout deal.

When Pizza Hut originally launched stuffed crust, Domino’s viewed the menu item as gimmicky, according to Trumbull. Plus, the company heard that stuffed crust caused bottlenecks and slowed down service, leading to unhappy customers and workers.

But Domino’s perspective changed after more national competitors followed Pizza Hut’s lead. The chain committed to launching its own version in 2022, when its sales were faltering in the wake of the Covid-19 pandemic pizza boom.

“It has been one of the longest development efforts in the company’s history,” Trumbull said.

The process began with extensive market research. Findings included that stuffed crust customers tend to buy pizza more frequently and often spend more per transaction.

Eight potential iterations followed before Domino’s landed on the right recipe for its Parmesan Stuffed Crust, made with mozzarella and topped with garlic seasoning and a sprinkle of Parmesan cheese.

At the same time, Domino’s was improving its restaurants’ overall operations, retraining its employees across the system on making its crust and rolling out a custom dough spinner to restaurants. If the pizza chain hadn’t made its kitchens more efficient, it wouldn’t have been able to launch stuffed crust, according to Trumbull.

Ahead of the launch of Parmesan Stuffed Crust, the pizza chain spent 12 weeks training franchisees and 7,000 stores on how to make it properly.

“We’re not going to leave anything to chance after taking three years,” Trumbull said.

The U.S. Department of the Treasury on Sunday announced it won’t enforce the penalties or fines associated with the Biden-era “beneficial ownership information,” or BOI, reporting requirements for millions of domestic businesses. 

Enacted via the Corporate Transparency Act in 2021 to fight illicit finance and shell company formation, BOI reporting requires small businesses to identify who directly or indirectly owns or controls the company to the Treasury’s Financial Crimes Enforcement Network, known as FinCEN.

After previous court delays, the Treasury in late February set a March 21 deadline to comply or risk civil penalties of up to $591 a day, adjusted for inflation, or criminal fines of up to $10,000 and up to two years in prison. The reporting requirements could apply to roughly 32.6 million businesses, according to federal estimates.     

The rule was enacted to “make it harder for bad actors to hide or benefit from their ill-gotten gains through shell companies or other opaque ownership structures,” according to FinCEN.

In addition to not enforcing BOI penalties and fines, the Treasury said it would issue a proposed regulation to apply the rule to foreign reporting companies only. 

President Donald Trump praised the news in a Truth Social post on Sunday night, describing the reporting rule as “outrageous and invasive” and “an absolute disaster” for small businesses.

Other experts say the Treasury’s decision could have ramifications for national security.

“This decision threatens to make the United States a magnet for foreign criminals, from drug cartels to fraudsters to terrorist organizations,” Scott Greytak, director of advocacy for the anticorruption organization Transparency International U.S., said in a statement.

— Greg Iacurci contributed to this article.

When the Los Angeles wildfires swept through Southern California in January, Barbara Shay lost much more than the building housing the cafe she owned.

Gone were the ingredients for menu items like grits or pancakes. Gone were the photos of icons ranging from former President Barack Obama to actor Richard Pryor that had lined the walls. Gone, too, were the decades of labor from Shay’s family.

“I am still in shock,” Shay said in an interview with CNBC. “It’s an emotional roller coaster — not just for me, but just for everyone.”

Shay is part of the diverse fabric of small business owners in Altadena, a town about 15 miles outside downtown L.A that was hard hit by last month’s blaze. As the community starts the yearslong rebuilding process, entrepreneurs like Shay are starting to chart their paths forward.

She plans to rebuild the 70-year-old Little Red Hen Coffee Shop and is evaluating the finances for opening up a temporary storefront or popups. The business spans generations: After following in the footsteps of her mother and brother in owning the business, she now works alongside her daughter and grandson.

But while many in Altadena’s entrepreneurial community remain optimistic about a recovery, multiple business owners described lengthy and difficult roads ahead.

Some businesses were burned entirely to the ground like Shay’s, while others face long-term displacement due to damage or smoke. For those fortunate enough to have brick-and-mortar properties still standing, they’re surrounded by what some have described in interviews as “ground zero.”

“It’s kind of unfathomable,” said Henri Wood, who owned a cannabis business called The Flourish Group that was burned down. “What was once just a vibrant, lively community is just completely gone.”

Altadena’s diversity cannot be understated. Census data shows that more than half of the population is people of color, with Latinos making up 27% of residents and Black people accounting for 18%.

Altadena has historically been known as a hub for Black families and businesses after being one of the only Los Angeles County areas exempt from redlining during the Civil Rights movement. The Associated Press found that the home ownership rate for Black people in Altadena now sits above 80%, which is nearly double the national average.

But Altadena’s business owners — many of whom also grew up and now raise families there — are worried the fires will leave that diversity in the rubble. Emeka Chukwurah, founder of community culture center Rhythms of the Village, said he’s concerned that the fires will expedite gentrification that was already taking place in the neighborhood.Black residents accounted for more than 40% of the town’s population in 1980, according to Altadena Heritage. That proportion has been more than halved since then. Chukwurah has sold Altadena-branded merchandise to keep the community and its diversity from being forgotten by broader society.

“I’m hoping that we can keep the developers and those kind of people at bay so that we can hold on to what’s been built over generations,” Chukwurah said. “I’m hoping that this one will be in the history books as a resilient community, and that a large amount of us — or, if not, all of us — can stay to tell the story.”

Insurance agent Maricela Viramontes has seen how homeowners in the town at the foothills of the San Gabriel mountains are responding firsthand. Many are accustomed to fires due to its geographic location, she said, but they did not expect the destruction seen in January. The deadly fires caused more than $250 billion in damage and economic loss, according to an AccuWeather estimate.

Viramontes, who has lived in Altadena for nearly 25 years, woke up the morning after the fires in a shelter, as it was the only place her family could find to evacuate to. By early that morning, she began receiving calls while still at the shelter from clients looking for guidance on filing claims for lost property.

It’s the same paperwork that she, too, is filling out. Shortly after that day taking calls in the shelter, Viramontes learned that her home and car were both destroyed. Her office needs months of repairs for smoke damage.

“Everyone asks, ’What can I do?, ‘How can I help you?,‘” said Viramontes, who now lives and works out of her parents’ home nearby. “It’s so hard to answer that question when you don’t know.”

As businesses begin draft plans to clear their land and build new structures, they’re making plans for how to make ends meet in the short term.

Wood’s cannabis shop, for instance, has been connecting customers directly with providers while it figures out a long-term strategy. He called donations and mutual aid a “lifeline” for the business, which he said is excluded from several government aid programs because marijuana is not legalized federally.

Multiple entrepreneurs interviewed by CNBC said they are considering short-term rentals. They’re also considering business loans, though there’s concern about owing money with the financial outlook for their ventures so uncertain.

Through it all, these owners haven’t forgotten they are part of a community that’s stepping up to meet the moment.

Steve Salinas, who’s owned a namesake bike shop in Altadena for nearly four decades, has been repairing donated bicycles and re-homing them with community members. He’s gotten parts donated from other shops and monetary support through GoFundMe.

“Everybody sort of pitches in to help where they can,” said Salinas, who is looking for a short-term rental space after his store burned down. “People that have lost everything are donating their time and their resources and, most importantly, their connections to help other people in the community heal.”

In the same vein, Rhythms of the Village’s Chukwurah opened a free boutique with clothing and other necessities at his family home. It’s the temporary headquarters for the business, which has previously offered drum lessons and classes on Nigerian language and African history, after their storefront burned down.

Chukwurah said he’s committed to keeping the business in the Altadena area. As he scouts out a new location for the center, he’s planning to purchase this time around instead of rent.

“The structures are down,” he said, “but the community spirit is up.”

— NBC News contributed to this report.

The U.S. Treasury Department announced it will not enforce a Biden-era small business rule intended to curb money laundering and shell company formation.

In a Sunday evening announcement, Treasury said in a news release that it will not impose penalties now or in the future if companies fail to register for the agency’s beneficial ownership information database that was created during the Biden administration.

Despite efforts by small businesses to undo the rule in the courts, it remains in effect.

On Sunday, President Donald Trump on his Truth Social media site praised the suspension of enforcement of the rule and said the database is “outrageous and invasive.”

“This Biden rule has been an absolute disaster for Small Businesses Nationwide,” he said. “The economic menace of BOI reporting will soon be no more.”

In September 2022, the Treasury Department started rulemaking to create a database that would contain personal information on the owners of at least 32 million U.S. businesses as part of an effort to combat shell company formations and illicit finance.

The rule required most American businesses with fewer than 20 employees to register their business owners with the government as of Jan. 1, 2024. Small businesses are targeted because shell companies, often used to hide illegally obtained assets, tend to have few employees.

Treasury officials, including former Treasury Secretary Janet Yellen, said the regulatory burden would be small, costing about $85 per business, but would offer benefits to law enforcement officials seeking to track down money launderers and other criminals. She said in January 2024 that more than 100,000 businesses had filed beneficial ownership information with Treasury.

The rule and its legislative authority — the Corporate Transparency Act, an anti-money laundering statue passed in 2021 — have been mired in litigation. In 2022, a small business lobbying group sued to block the Treasury Department’s requirement that tens of millions of small businesses register with the government. On Feb. 27, Treasury’s Financial Crimes and Enforcement Network said it would not take enforcement actions against companies that do not file beneficial ownership data with the agency.

Business leaders cite privacy and security concerns about the database and say it is duplicitous to other government agencies that maintain corporate databases.

“This is a victory for common sense,” said U.S. Secretary of the Treasury Scott Bessent on Sunday. “Today’s action is part of President Trump’s bold agenda to unleash American prosperity by reining in burdensome regulations, in particular for small businesses that are the backbone of the American economy.”

Kroger Chairman and CEO Rodney McMullen has resigned after an internal investigation into his personal conduct.

Kroger, the nation’s largest grocery chain, said Monday that the investigation into McMullen’s personal conduct was unrelated to the business, but was found to be inconsistent with its business ethics policy.

Board member Ronald Sargent will serve as chairman and interim CEO, effective immediately.

Sargent has been on Kroger’s board since 2006 and has served as the lead director of the company since 2017. He’s worked in several roles at the grocery chain across stores, sales, marketing, manufacturing and strategy. Sargent is also the former chairman and CEO of Staples.

McMullen, 64, began his career with Kroger in 1978 as a part-time stock clerk and bagger at a store in Lexington, Kentucky. He worked his way up through the company, becoming chief financial officer in 1995 and chief operating officer in 2009. McMullen was named Kroger’s CEO in 2014 and became the company’s chairman the following year.

Cincinnati-based Kroger said its board was made aware of the situation on Feb. 21 and immediately hired an outside independent counsel to conduct an investigation, overseen by a special board committee.

The company said that McMullen’s conduct is not related to its financial performance, operations or reporting, and did not involve any Kroger associates.

Kroger will conduct a search for its next CEO, with Sargent agreeing to remain as interim CEO until someone is appointed to the role permanently.

Kroger shares fell more than 3.5% ahead of the opening bell Monday.

McMullen’s departure comes as Kroger is regrouping from its failed effort to merger with Albertsons. The two companies proposed what would have been the largest supermarket merger in U.S. history in 2022, saying they needed to combine forces to better compete with rivals like Walmart.

But two judges halted the $24.6 billion deal in December, saying it was likely to lessen competition and raise prices. Albertsons later sued Kroger, saying it had failed to make every effort to ensure that the merger would win regulatory approval.