FedEx CEO Raj Subramaniam: We are undergoing a tremendous transformation

Speakers

Raj Subramaniam — CEO and President of FedEx

Summary

FedEx is executing a "tremendous transformation" (Network 2.0) aiming to consolidate operations; the CEO projects a modest 4% revenue CAGR will drive a disproportionate 13-14% Operating Income CAGR due to structural cost leverage.
The company is preparing for a major catalyst: the spin-off of FedEx Freight (the largest LTL carrier in the US) as a standalone company, scheduled for June.
Macroeconomically, FedEx is seeing a divergence where US exports are up while imports are down—a trend the CEO calls unprecedented.
Strategic focus is shifting toward "high-value verticals" specifically: Healthcare, Automotive, and Data Centers (physical movement of AI infrastructure), moving away from commoditized volume.

Trade Ideas

Ticker	Direction	Speaker	Thesis	Time
DATA CENTERS /HEALTHCARE	LONG	Raj Subramaniam CEO and President of FedEx	"We are now heavily focused in on high value industry verticals... whether it is healthcare... whether it's the data center business... can you imagine you know when all this investments that is happening in data center there's a lot of supply chain elements involved in moving those goods." FedEx possesses real-time data on the physical economy. If they are aggressively pivoting resources to service Data Centers and Healthcare, it confirms that the AI capex cycle (moving GPUs, servers, cooling units) and medical logistics are not just digital narratives but are generating sustained physical volumes. This validates the "picks and shovels" thesis for these sectors. LONG. Follow the logistics capital; physical volume confirms the digital trend. AI capex spending slowdown; regulatory changes in healthcare logistics.	2:24
INTERNATIONAL EQUITIES /EMERGING MARKETS	LONG	Raj Subramaniam CEO and President of FedEx	"Supply chain patterns are changing everywhere... We've made significant moves in Osaka, Japan... Vietnam... India... Riyadh... Chile." FedEx is front-running the "China Plus One" manufacturing shift. By investing heavily in infrastructure in Vietnam, India, and Saudi Arabia, they are signaling where the next decade of manufacturing output will originate. Investors should allocate to these specific emerging markets as beneficiaries of global supply chain re-routing. LONG. Focus on the specific beneficiaries of supply chain diversification (India/Vietnam/Saudi Arabia). Geopolitical instability in emerging markets; currency fluctuations.	—
FDX	LONG	Raj Subramaniam CEO and President of FedEx	"This 4% revenue [CAGR] drives 13 or 14% [CAGR] in operating income... we expect to improve our international operating margin by 440 basis points... on track for that [Freight] spin to happen in the beginning of June." The "Network 2.0" initiative is finally creating operational leverage, allowing earnings to grow 3x faster than revenue. Furthermore, the spin-off of the Freight unit unlocks significant shareholder value by removing the conglomerate discount and allowing the market to value the LTL business separately (which typically commands higher multiples). LONG. The combination of margin expansion (self-help) and a massive corporate action catalyst (spin-off) creates a strong risk/reward setup. Execution risk on the "Network 2.0" integration; global recession dampening industrial demand.	0:02