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Given all the stakes Frasers has in other retailers, only Boohoo get a dedicated webpage on its corporate website.

This sounds personal for Mike Ashley.

I’m assuming SimilarWeb doesn’t capture apps.

Apps are a significant source for recurring sales.

To be fair to Dan, it would be unreasonable to expect a rapid turnaround in Youth Brands. However, if Mike Ashley was made CEO last year, then I suspect he would at least be more transparent with smaller shareholders.

Let’s see if the BoD can deliver on Business Review. Regardless of whether Youth Brands is still seeing double digit declines this fiscal year, there needs to be a substantive reason for not communicating with shareholders.

I am a little bit concerned that Dan gave his first interview to Retail Week with the message (clearly for shareholders) that he is the best man for the job.

Is this a precursor to Round 2?

The Rocky quote that he is resilient to getting knocked down is also concerning. I hope he is already fighting his way out the corner.

I like the use of the rocket and LFG.

Ultimately we need a CEO who can rally the troops and inspire confidence from investors.

However, investors will be looking at the numbers. A Rocky quote is not going to resonate with sellside analysts and shareholders.

I just want someone to get this thing to 50p!

These results are of huge significance. We were given an option:

1) Mike Ashley as CEO and Kamani rejected

2) Dan as CEO and Kamani remains

Judgement day is pending…

Dan should get stock options at 10% above the share price when he started his tenure. With additional stock options at 10% increments thereafter. We shouldn’t reward a near halving in share price in his short tenure.

Management remuneration should be £200k plus out of the money stock options.

I disagree.

Bricks and mortar is capital intensive. It’s questionable whether Boo can even get backing to take over RevB debt.

License bricks and mortar Debs and Labels to Frasers with revenue share. Obviously there will be performance hurdles for Fraser’s.

I be disappointed if the conclusion of business review is marketplace and AI.

Licensing is capital light and it makes better use of some of these brands.

I have no idea how licensing fees are structured. But let’s say a 20yr global license for £50m for Debs and labels brand bricks and mortar, plus 2% of net sales (less VAT). I don’t know how they would sort omnichannel. Boo keeps IP and online distribution. Just thinking out loud but surely there is a way to work with Frasers to release value.

They are happy to license KM overseas to bricks and mortar. I do not think it would cannibalise online sales, but rather increase them.

Dan says that the strategy for Debs is to be a marketplace and to get as many third party sellers as possible. This is a credible strategy. However, if it is all about partnership and leveraging the Debs brand, then why not a strategic partnership with Frasers. Debs has a lot of nostalgia in the UK, more than House of Frasers. Why not consider a Bricks and Mortar JV? Its quid pro quo.

Despite my frustration with corporate communications, I still believe the delay is related to Business Review, RevB or similar.

I still think Dan is a good choice overall although he is using up his political capital by delaying results. He needs to show there is a substantive reason.

I do not believe the delay is due to auditor concerns.

To lighten the mood:

Old Chairman Kamani, a father so proud,

Bought Junior’s firm at a price rather loud.

Now it’s worth less—half, maybe worse—

But family deals don’t come with a purse.

Then came the dream of a Yankee advance,

A warehouse! A gamble! A fast-fashion dance.

Hundreds of millions were sunk with a grin—

Then swiftly shut down. "Mistakes happen. We spin."

Twice they announced a Capital Day,

Twice they forgot and wandered away.

“We’re busy,” they said, “Please mind the tone—

We’ve got TikToks to post and margins to hone.”

Now results are delayed, but must you complain?

The numbers are shy—they don’t like the strain.

So sit back, relax, don’t grumble or stew—

You knew what this was.

It’s Boohoo being Boohoo.

Cooler - I think you find that Kamani was the Executive Chairman. This suggests he was more hands-on.

I was not privy to the dynamics between Kamani and Little so this is speculation.. My impression is that Kamani is every bit as culpable for some of the poor capital allocation decisions made in the recent past.

The longer they take to publish, the longer I will continue to post AI ditties that mock them.

Nope Northern. I will not desist from AI poems.

Nor we will stop venting our frustration about the delay in the results and the awful corporate communications.

Kamani the Piggy, with gold on his mind,

Built a tall castle, but not of the wise kind.

No bricks, no mortar, no solid stone bed—

Just stilts and some glitter and velvet instead.

“I’ll live like a prince!” little Kamani said,

With fountains and chandeliers over his head.

But he scoffed at advice, all warnings he spurned,

While the stilts creaked and wobbled and buckled and turned.

Then came Big Mike, with a grin wide and slick,

A predator patient and cunning and quick.

He howled at the base with a wind from his lungs—

And the castle, it shivered, its rafters all sung.

“Little piggy,” said Mike, “your rent’s overdue—

This castle’s all sparkle, but won’t shelter you.”

Kamani just squealed as the tower swayed low,

And down came the stilts with a theatrical blow.

So heed this small tale if you’re flush with some cash:

Don’t build dreams on stilts just to show off your stash.

For when Big Mike comes, with a gust and a grin,

Only strong houses will keep the wolf out—not in!