Anne Wojcicki, the co-founder and former CEO of 23andMe, has regained control over the embattled genetic testing company after her new nonprofit, TTAM Research Institute, outbid Regeneron Pharmaceuticals, the company announced Friday.

TTAM will acquire substantially all of 23andMe’s assets for $305 million, including its Personal Genome Service and Research Services business lines as well as telehealth subsidiary Lemonaid Health. It’s a big win for Wojcicki, who stepped down from her role as CEO when 23andMe filed for Chapter 11 bankruptcy protection in March.

Last month, Regeneron announced it would purchase most of 23andMe’s assets for $256 million after it came out on top during a bankruptcy auction. But Wojcicki submitted a separate $305 million bid through TTAM and pushed to reopen the auction. TTAM is an acronym for the first letters of 23andMe, according to The Wall Street Journal.

“I am thrilled that TTAM Research Institute will be able to continue the mission of 23andMe to help people access, understand and benefit from the human genome,” Wojcicki said in a statement.

23andMe gained popularity because of its at-home DNA testing kits that gave customers insight into their family histories and genetic profiles. The five-time CNBC Disruptor 50 company went public in 2021 via a merger with a special purpose acquisition company. At its peak, 23andMe was valued at around $6 billion.

The company struggled to generate recurring revenue and stand up viable research and therapeutics businesses after going public, and it has been plagued by privacy concerns since hackers accessed the information of nearly seven million customers in 2023.

TTAM’s acquisition is still subject to approval by the U.S. Bankruptcy Court for the Eastern District of Missouri.

President Donald Trump continues to enjoy income streams from scores of luxury properties and business ventures, many of which are worth tens of millions of dollars, according to a financial disclosure form filed late Friday.

Released by the Office of Government Ethics, Trump’s 2025 financial disclosure spans 234 pages in all, including 145 pages of stock and bond investments. It is dated Friday with Trump’s signature.

One of the largest sources of income is the $57,355,532 he received from his ownership stake in World Liberty Financial, the cryptocurrency platform launched last year. The form shows that World Liberty’s sales of digital tokens have been highly lucrative for Trump and his family. Trump’s three sons, Donald Jr., Eric and Barron, are listed on the company’s website as co-founders of the firm.

Separately, Trump’s meme coin, known on crypto markets simply as $TRUMP, was not released until January and is therefore not subject to the disclosure requirements for this form, which covered calendar year 2024.

It was a lucrative year for Trump when it came to royalty payments for the various goods that are sold featuring his name and likeness.

Among the royalty payments:

The filing also includes a listing of liabilities, including at least $15,000 on an American Express credit card and payments due to E. Jean Carroll, the woman who successfully sued Trump over sexual abuse and defamation, though he is still seeking to appeal the decision.

The rest of the document includes dozens of pages of lengthy footnotes about his various assets.

The form was filed to comply with federal requirements for executive branch office holders. By comparison, the form former President Joe Biden filed in 2024 was 11 pages and consisted largely of conventional sources of income like bank and retirement accounts, while Kamala Harris’ was 15 pages.

Many of Trump’s key assets are held in a revocable trust overseen by Donald Trump Jr., his eldest son. They include more than 100,000 shares of Trump Media and Technology Group, the social media company that went public in 2024. Trump is the largest shareholder, and his nearly 53% is worth billions of dollars. Those holdings were still disclosed in the form.

As Starbucks aims to bring back customers and assuage investors with its turnaround strategy, it is also winning over its store managers with promises to add more seating inside cafes and promote internally.

Since CEO Brian Niccol’s first week at the company, he’s been pledging to bring the company “back to Starbucks” to lift sluggish sales. That goal was in full view at the company’s Leadership Experience, a three-day event in Las Vegas for more than 14,000 store leaders this week.

Starbucks unveiled a new coffee called the 1971 Roast, a callback to the year that its first location opened at Pike Place in Seattle. The finalists at Starbucks’ first-ever Global Barista Championships referred to “back to Starbucks” as they prepared drinks for judges. Even the Wi-Fi password was “backtostarbucks!”

To investors, Niccol has already presented a multi-part strategy that involves retooling the company’s marketing strategy, improving staffing in cafes, fixing the chain’s mobile app issues and making its locations cozier. The company also laid off roughly 1,100 corporate workers earlier this year, saying it aimed to operate more efficiently and reduce redundancies.

Starbucks shares have climbed nearly 20% since April and are trading just shy of where they were after a nearly 25% spike the day Niccol was announced as CEO.

While Starbucks has taken major steps to win back customers and Wall Street, it’s also trying to regain faith among its employees. Staffers have had concerns about hours and workloads for years, sparking a broad union push across the U.S.

To excite the chain’s store managers, Starbucks executives’ pitch this week focused on giving them more control. Before launching new drinks, like a protein-packed cold foam, the company is first testing them in five stores to gain feedback from baristas.

When the chain increases its staffing this summer, managers will have more input on how many baristas they need. And next year, most North American stores will add an assistant manager to their rosters.

“You are the leaders of Starbucks. Your focus on the customer is critical. Your leadership is critical. And as you return to your coffeehouses, please remember: coffee, community, opportunity, all the good that follows,” Niccol said on Tuesday.

Niccol’s “back to Starbucks” strategy centers on the idea that the company’s culture has faltered. Its Leadership Experience, typically held every couple of years, was the first since 2019 — three CEOs ago.

“We are a business of connection and humanity,” Niccol said on Tuesday afternoon, addressing a crowd of more than 14,000 managers. “Great people make great things happen.”

As more customers order their lattes via the company’s app, its cafes have lost their identity as a “third place” for people to hang out and sip their drinks.

To return to Starbucks’ prior culture, the company is unwinding previous decisions — like removing seats from its cafes. In recent years, the chain has removed 30,000 seats from its locations. Those renovations have irritated both customers and employees; the manager of Niccol’s local Starbucks in Newport Beach, California, even asked him to remove her store from its renovation list because she wanted to keep the seating, according to Niccol.

“We’re going to put those seats back in,” Niccol said, bringing a big wave of applause from the audience.

He earned more applause from the audience when discussing the chain’s plans to promote internally as it eventually adds 10,000 more locations in the U.S.

Although historically roughly 60% of Starbucks store managers have been internal promotions, the company wants to raise that to 90% for its retail leadership roles. Thousands of new cafes means 1,000 more district managers, 100 regional directors and 14 regional vice presidents for the company — and more upward career mobility for its store leaders.

Staffing more broadly has been a concern for Starbucks and its employees, fueling a wave of union elections across hundreds its stores. Past management teams have cut down on the labor allotted to stores, helping profit margins at the cost of burning out baristas and slowing service.

Under Niccol, Starbucks is changing the trend. The company is accelerating plans to roll out its new Green Apron labor model by the end of the summer, because tests have shown that it improves service times and boosts traffic. As part of the model, managers will have more input on how much labor their store needs.

And Chief Partner Officer Sara Kelly received a standing ovation from the crowd for her announcement that most North American locations will receive a full-time, dedicated assistant store manager next year.

“For much of the time, your store is operating without you there, and you share that even when you’re not in the store, you’re not able to fully disconnect, and it can feel like the weight of everything is on your shoulders. … It affects everything, the partner experience, the customer experience, the performance of your store,” Kelly said, addressing the store managers in the audience.

Underscoring the challenges Niccol faces in recapturing the company’s brand, the two speakers who scored the most applause from store managers are no longer actively involved in the company.

Former chairwoman Mellody Hobson scored standing ovations during both her entry and exit onto the arena’s stage. Hobson, wiping tears from her eyes, thanked the Starbucks employees whom she said always made her feel welcome in their stores.

She stepped down from her position earlier this year, ending a roughly two-decade tenure that culminated with her becoming the first African American woman to become the independent chair of a Fortune 500 company. Hobson also serves as co-CEO of Ariel Investments.

Hobson ceded her position as chair of the board to Niccol when he joined the company in September. Niccol credited her with poaching him from Chipotle as Starbucks sought to find a leader who could turn around its flailing business.

“A quick conversation [with Hobson] turned into something really special for me,” Niccol said.

And Hobson’s longtime friend Howard Schultz also earned standing ovations from store managers.

Schultz, the three-time CEO who grew Starbucks from a small chain into a coffee powerhouse, made a surprise appearance at the Leadership Experience on Wednesday morning. It marked the first time that he’s appeared with Niccol publicly since the board tossed out his handpicked successor, Laxman Narasimhan, and selected the then-Chipotle CEO to take the reins.

Starbucks has long been plagued by questions about its succession, given Schultz’s former willingness to return to the helm of the company. But since Niccol’s appointment, industry analysts have thought that he might finally be the CEO who manages to escape Schultz’s lingering influence over the coffee giant.

The ghost of Schultz lingered earlier in the event. Niccol shared a story about being inspired hearing Schultz speak at Yum Brands, Niccol’s then-employer, back in 2008. The 71-year-old chairman emeritus also appeared in video form on Tuesday afternoon to thank Hobson for her service to the company.

During his conversation with Niccol on Wednesday, Schultz co-signed his plan to get “back to Starbucks,” saying that he did a cartwheel in his living room the first time that he heard about it.

He also asked managers to bring that energy back to their own Starbucks locations.

“Be true to the coffee, be true to your partners,” Schultz told the audience. “And I know we’re going to come out of here … like a tidal wave and surprise and delight the world and prove all those cynics wrong again, just as we did in 1987.”