Mad Money w/ Jim Cramer 5/6/26

Summary

Mad Money w/ Jim Cramer 5/6/26 – Episode Summary

Overview

In this engaging episode, Jim Cramer explores the ongoing strength and opportunities in the stock market, with an emphasis on the artificial intelligence (AI) revolution—particularly the hardware backbone driving massive investment and returns. He critiques common investor skepticism, encourages long-term conviction in tech and hardware winners, and interviews leaders of major companies (CVS Health, Kraft Heinz, Solstice Advanced Materials) making significant market moves. The episode features actionable stock commentary, market insights, and the signature Lightning Round.

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Key Discussion Points & Insights

1. State of the Market & The AI Hardware Revolution

Timestamps: 00:46 – 10:00

• Market Recap:

  • Strong market gains: Dow up 612 points, S&P up 1.47%, Nasdaq up 2.2%, largely propelled by big tech hardware companies.
  • The tech rally is supported by ongoing investments in AI infrastructure, notably data centers, storage, and processing hardware.

• Enduring Skepticism:

  • Many remain hesitant, often scared out by constant skepticism from analysts and media, missing out on explosive growth (e.g., Nvidia's meteoric rise).
  • “If you put ten grand into Nvidia a decade ago, [it] would be worth roughly, I don’t know, $2.4 million. How about that? But who had the fortitude to stick with this one for an entire decade?” (Cramer, 04:31)

• Data Center Demand is Real:

  • Cramer pushes back against “Field of Dreams” analogies (“if you build it, they will come”), emphasizing that in this case, clients are literally waiting for infrastructure to be built.
  • Amazon Web Services’ aggressive capital expenditures are paying off with accelerating client wins (including Anthropic, OpenAI, TikTok).

• Sticking With Winners:

  • He criticizes downgrades (like the recent AMD analyst downgrade) that scare investors out before earnings, often wrong in hindsight.
  • AMD, Sandisk, Micron, Western Digital, and especially Nvidia cited as hardware stalwarts benefiting from the AI revolution.

• On FOMO:

  • “I plead guilty to FOMO. I pulled in some great winners at terrific prices, even though I was worried about paying too much at the time... FOMO can be right.” (Cramer, 07:59)

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2. Q&A & The CRM/Software Dilemma

Timestamps: 10:01 – 11:44

• Caller Nico’s Question:
  • Market may be in a “denial phase.” What are the fundamental catalysts for tech?
• Cramer’s Take:
  • Not bullish on software: “It hates Adobe. It hates software so much that it even has gotten to Microsoft. I’m not going to push anything that’s software.” (Cramer, 10:40)
  • Hardware and data center investment is where the money is flowing.

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3. Featured Company Interviews

a) CVS Health: Turnaround & Tech Transformation

Guest: David Joyner, Chairman & CEO, CVS Health
Timestamps: 13:49 – 22:34

• Performance:

  • CVS delivers a strong beat, stock up 7.7%, three-year high.
  • Five straight quarters of improvement, especially within Aetna.

• Key levers:

  • Culture change, focus on execution, detail around Medicare Advantage pricing, reducing “friction” in the system.

• Friction Reduction & Consumer Experience:

  • Attempting to streamline prior authorizations, real-time integration with providers, and reduce consumer navigation hardships.
  • Heavily investing in both technology and the human element (pharmacists’ role elevated).

• App Launch:

  • CVS is launching “Health 100,” an all-encompassing app designed to give customers proactive control over prescriptions, costs, and navigation.

• Vision:

  • Moving from a pharmacy/convenience focus to a broader health care services and technology leader.
  • "We have all the assets to be able to manage the total cost of care and ultimately make the health care experience better so that we can lower cost, take the friction out of the process and improve their, their overall experience.” (Joyner, 18:06)

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b) Kraft Heinz: The Turnaround Playbook

Guest: Steve Kalan, CEO, Kraft Heinz
Timestamps: 24:20 – 32:57

• Earnings Beat:

  • Kraft Heinz surprises with strong Q1, reversing long-term stock underperformance, aided by brand investment and strategic focus.

• Lessons Learned:

  • Previous cost-cutting after the Kraft-Heinz merger neglected brand reinvestment; new strategy focuses on both topline and bottom-line.

• Brand Strategy:

  • “Hold, Win, Win Big” framework classifies brands for investment priority (Heinz, Mac & Cheese as 'win big').
  • Reinvigorated marketing, innovation (e.g., Power Mac), and NFL partnership to make brands relevant and fun.

• Portfolio & Consumer Trends:

  • Managing a mix of affordable and premium offerings; adjusting for health/wellness trends and clean-label demand.
  • “Every product in our portfolio starts with a question: Is this the right affordability-value equation for the consumer today?” (Kalan, 30:54)
  • Focused on true product innovation: “You have to make it, and you can’t fake it.” (Kalan, 31:55)

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c) Solstice Advanced Materials: Specialty Chemicals & Secular Growth

Guest: David Sue, President & CEO, Solstice Advanced Materials
Timestamps: 33:31 – 40:03

• Background:

  • Honeywell spin-off now growing fast; markets include semiconductors, data center cooling, nuclear, defense, healthcare packaging.

• Growth & Capital Investment:

  • Announced expansions in nuclear, electronics, and defense; driven by surging demand.
  • Nuclear business is especially unique—a rare profitable, scaled player in U.S. uranium conversion.

• Product Differentiation:

  • Leading with advanced, IP-protected fluorine chemistries across all segments (5,700 patents).
  • Solstice refrigerants use new low-global warming technologies, seeing high margins and growth.

• Market Position:

  • “We have the only uranium hexafluoride converting site in the United States, one of four in the world, basically. And nuclear is a great solution for some of the energy shortages that we have.” (Sue, 35:57)
  • Positioned as a key supplier for both large and modular nuclear reactor projects.

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4. Lightning Round: Stock Takes

Timestamps: 40:20 – 42:48

• Goldman Sachs (GS): Big winner in coming IPO/M&A cycle.
• Taiwan Semiconductor (TSMC): Demand outstripping capacity; positive outlook.
• Extreme Networks: Cautious; will give a more detailed opinion later.
• D-Wave Quantum/Quantum Stocks: D-Wave, IBM, and Honeywell spin-off named as top quantum computing plays.
• Thermo Fisher (TMO): Surprised at value; considers it a buy at current multiple.

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5. Undervalued Tech - Revisiting Meta, Arista, Shopify

Timestamps: 43:12 – 47:16

• Meta Platforms (FB):

  • Cramer backtracks on earlier skepticism, stunned by Meta’s 33% growth, almost half the world as daily users, massive capex on data centers.
  • “In retrospect, I think it’s time to stop worrying and start buying.” (Cramer, 44:39)

• Arista Networks:

  • Despite a 13.6% drop due to supply constraints (not demand)—Cramer sees this as a high-quality problem and a buying opportunity.
  • “Having more demand than you can handle for multiple years is a pretty high quality problem.” (Cramer, 44:56)

• Shopify:

  • Company is fundamentally strong, recently reported 34% revenue growth, but guidance for slower future growth led to a large selloff—Cramer sees this as a buying opportunity for long-term investors.

• Lesson:

  • The market throws away winners during temporary troubles—this is when to accumulate shares.

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Notable Quotes

• On the AI/data center boom:

  • “The whole point of this data center rally is that it’s not a fairy tale because the data centers are being built and the customers really are coming in. They’re on the playing field, they’re in the seats, they’re paying big bucks, and the momentum is building for every seat to be filled.” (Cramer, 05:25)

• On surviving negative analyst ratings:

  • “Throughout this entire magnificent rally… you had to do the opposite of what this analyst said. You have to think big, big, big.” (Cramer, 09:41)

• On consumer focus at CVS:

  • “We believe that… we have all the assets to be able to manage the total cost of care and ultimately make the health care experience better so that we can lower cost, take the friction out of the process…” (Joyner, 18:06)

• On brand revitalization at Kraft Heinz:

  • “We invested behind the brands… Because of that, we got 35,000 stores, substantially more than we would have. So it’s the blocking and tackling and investing, handling this business like a consumer good company with lots and lots of treasures behind us.” (Kalan, 26:51)

• On Solstice’s unique nuclear position:

  • “We have the only uranium hexafluoride converting site in the United States, one of four in the world, basically. And nuclear is a great solution for some of the energy shortages that we have.” (Sue, 35:57)

• On underappreciated big tech:

  • “In retrospect, I think it’s time to stop worrying and start buying. Clearly, the market agrees as Meta rebounded nicely from its early morning lows.” (Cramer, 44:39)

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Segment Timestamps

| Segment | Timestamp | | ------------------------------------------------|-----------------| | Introduction & Market Commentary (Tech AI Boom) | 00:46 – 10:00 | | Caller Q&A: Tech Catalysts & CRM | 10:01 – 11:44 | | CVS Health Interview: David Joyner | 13:49 – 22:34 | | Kraft Heinz Interview: Steve Kalan | 24:20 – 32:57 | | Solstice Adv. Matl. Interview: David Sue | 33:31 – 40:03 | | Lightning Round | 40:20 – 42:48 | | Closing Tech Commentary (Meta, Arista, Shopify) | 43:12 – 47:16 |

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Overall Tone & Takeaways

Jim Cramer is in classic, fiery form—assertive, skeptical of naysayers, and eager to encourage investors to stick with high-quality, long-term stories, especially in the hardware side of the AI revolution. He’s critical of Wall Street consensus that has missed—and may continue to miss—some of the most significant market opportunities of our era. The interviews highlight transformation, innovation, and strategic clarity in high-profile corporate turnarounds.

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For Investors

• Long-term conviction in tech hardware (chips, AI infrastructure) is rewarded.
• Stay cautious with software equities in the current cycle—market sentiment is adverse.
• Under-the-radar or battered quality names (Meta, Arista, Shopify) can offer compelling entry points on weakness.
• Watch for companies successfully innovating, managing costs, and improving consumer experience across all sectors.

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Episode is a must-listen for investors who want behind-the-scenes color on the hardware-fueled AI revolution, actionable stock ideas, and inspiring CEO playbooks for corporate turnaround success.

Transcript

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[Jim Cramer]

My mission is simple to make you money. I'm here to level the playing field for all investors. There's always a bull market somewhere and I promise to help you find it. Mad MONEY starts. Hey, I'm Kramer. Welcome to Mad Money. Welcome to Kramerica. Other people, my friends, I'm just trying to make little money. My job is not just to entertain, but to educate, to teach you. So call me at 1-800-743-CNBC or tweet Meyim Kramer almost threw a brick at the TV this morning, but I was on the treadmill. I don't carry a ton of bricks when I work out. If I had one though, I would have chucked it at the screen when I heard again for the umpteenth time, the same skepticism that's kept people out of the very technology stocks to keep leading this market higher. Including today with A Dow gain 612 points, SB jump 1.47% and the Nasdaq tech hangs out pole voted 2.2% now. Sure, some of these gains might have come about because of still one more possible end of the war in Arandos. I put it that way this time. Aid by the Chinese government's brokering of some sort of peace oil plummeted, taking interest rates lower, creating a cozy backdrop for a lot of stocks to go higher. But much of the gain still came once again to those who own tech hardware. Not software, but hardware, things like storage, memory that process that that further artificial intelligence streams of giant companies that sense huge returns are starting to happen. While the stock market is the greatest wealth creator in history, I often feel like people mishap on the biggest gains unless I beat them over the head with a stick multiple times as I did with Nvidia. I had to rename my dog in video. Look out. I might have to rename Raghu and Tony. Yeah, I know Ragatoni so much. Really funny at home. Anthropic in open air. One day Anthropic come over here. He'd come over with a piece of steak in his hand right here. But right now, I think some people are getting the message at last that the computing AI revolution represents perhaps the greatest single trend of our lifetimes yet. All I ever hear is people trying to talk you out of participating in this mana from heaven machine. It's too hard to stick with the winners long enough to make yourself rich, because the critics always talk about how ephemeral the moves are, how dangerous they can be, or how much you're going to lose if you don't trade in and out. Like you can really catch those moves. I say no way. Consider this. If you put ten grand into video a decade ago, be worth roughly, I don't know, $2.4 million. How about that? But who had the fortitude to stick with this one for an entire decade? Sandisk, Western Digital Micron, they're all making so much money. So is the redoubtable AMD 66 points today. Yet there's a whole cottage industry that exists just to scare you out of these winners today was the discussion of the gains in the data center stocks and how ephemeral they'll be. The guest that I wanted to throw the brick at said this rally proves if you build it, they will come. Which is a minor misquote from the movie Field of Dreams. If I hear that and I own tech, well, it would make me want to sell. You make a Field of Dreams analogy when you're trying to explain that this whole move in tech stocks is just a fairytale. This kind of doomsday statement, possibly uttered really subtly, that, or maybe even without a thought about it, could mean to people at home, time to get out now. It's a major reason why investors have such a hard time sticking with winners. You see, the whole point of this data center rally is that it's not a fairy tale because the data centers are being built and the customers really are coming in. They're on the playing field, they're in the seats, they're paying big bucks, and the momentum is billing for every seat to be filled. Go back to what we learned from Amazon on Monday. On the show, the age of compute domination based on AI is already well underway. The guest this morning was begging for a brick he had it all backward. They, meaning big time paying potential customers are already here and unless you spent the money to build the infrastructure, they'll go somewhere else. Amazon Web Services racking up big client wins at an accelerating pace because it's committed tens of billions of dollars to get the right plant and equipment in place. Because it's spent, not in spite of it. Because of it. Amazon is winning and it's winning big. That's an incredibly important thing when you have companies like Anthropic or Open Air Matter or TikTok or so many other key clients making decisions about where they should go, which, which web service should they use. If you don't build the stadium, they're going to go elsewhere and you'll leave a lot of money on the table. CEO Andy Jassy made it clear that there could be an existential problem if Amazon doesn't spend enough on infrastructure, does it? Unless you build it, they won't come to you. And that's just one example. There are similar canards. I hear all the time about this seismic shift in the economy. Here's another one. We hear that there's FOMO fear of missing out, which implies that you have these tardy money losing investors or fools actually come in and pick up trash. I come back and I say, you bet I had fomo. And that's what got me into so many incredible stocks for my child trust. On the way up, you can see them join CBC Investing Club. They're all there. I plead guilty to fomo. I pulled in some great winners at terrific prices, even though I was worried about paying too much at the time. Fortunately, I was more worried about missing out. FOMO can be right. You know what else we hear? It can't continue to run like this. The other day I talked about how stocks gallop to where they have to go. There are times when the market's so out of whack with the potential of a company that a stock just has to blow through level after level after level. There's no such thing as perfect information, people. These valuations change correctly overnight. The because the facts Change too is AMD's Lisa sue explained on this morning squawk on the street in November, she thought that her CPU market would grow at about an 18% clip. Turns out here we are in May, it's going at 35%. That's AMD's core business. So that stock's not going to want it. They're not going to take wait, take weeks or months for AMD stock to Go higher. It's going to happen now. Hey, speaking of AMD, which shot up more than 18% today, there was a piece of research that came out the day before this extraordinary quarter. A downgrade from a buy to a hold by prominent investment house. That's right, buy to hold. Amd. I said on air. I told you I thought it was fanciful and would be wrong. In the meantime, I'm sure it scared a lot of people out of the stock because it came out right on the eve of the quarter. When an analyst downgrades right before earnings, people assume they must know something. This time that was very wrong. Very first sentence in the piece was about as long as you can get, quote, first quarter results and second quarter guidance to be in line with our estimates and consensus as possible. Upside is limited. Oh man, they know nothing. In fact, AMD blew away the estimates, which is why the stock jumped so high. Their next point, 2026 server cpu upside cap due to foundry capacity constraints. Okay, ISC CEO Lisa sue directly about this issue. She told me it's simply not a problem. Stop worrying about. I felt stupid even asking. Finally, the piece suggested that AMD had already been rerated, meaning that the big buyers have already pushed the stock up aggressively so there isn't enough juice left to keep it running. Once again, dead wrong. Throughout this entire magnificent rally. In AMD and other stocks that are part of the revolution, you had to do the opposite of what this analyst said. You have to think big, big, big. Because the evidence is already in that these stocks can't stay the slow. Given the circumstances. There's just too much money already dedicated to getting in. The stocks are simply trying to catch up to overwhelming levels of demand from their customers. Don't get me wrong, I get where these analysts are coming from. I too figured these stocks would have stopped going up ages ago, but they haven't. The analysts, including this one, were wrong and we need to understand why. On the one hand, I won't excuse these mistaken calls either. I'm a journalist, not some big time hedge fund manager research analyst. Yet after spending one day at Amazon, I learned that the money's flowing in incredibly fast for each facility they have, for each part of their data center network and and for so much of their logistics platform. If any of these people were to spend time with Amazon, they know why this company feels compelled to keep spending fortunes on building new data centers. If they didn't spend, they lose these gigantic customers who can't wait. We're now at the point where if Amazon doesn't put money in these. Their numbers actually have to go down because that business and its billions of dollars in payments will go to Alphabet or Microsoft. The opportunity in this fourth industrial revolution. This compute economy is simply much larger than than anyone thought. With this possible exception of yes, you know, Jensen Huang and Nvidia. Here's the bottom line. Forget the ironic reference to field of Dreams when it comes to the data center, if you build it, they really will come. And if you don't build it, they will simply go to the other guy who did build it to the other stadium. And you know why? Because right now there is so much flowing to those who build it that, well, let's just put it this way. And Amazon build it and the place, it's packed. Nico in Illinois.

[Investing Club Member / Caller]

Nico, Jimmy chill in our investing club. Hey, shout out Carly Garner. I'll say for being awesome on the charts last week.

[Jim Cramer]

Thank you. Yeah, thank you. What's up?

[Investing Club Member / Caller]

Booyah. Jim. So as we know or see, the market has reached a phase in denial. And maybe I got the nail on the head here. So if we're back at or on a trading desk like the idea I realized to innovate the trading floor some time ago or, or a data center, what are one or two fundamental catalysts for a concentrated market such as tech that we can look into? To start gearing past denial, shout out Benioff stock CRM. Thank you, Jim.

[Jim Cramer]

Okay. CRM is very tough. It's my smallest positions. It's tough because the market hates software. Whether it be Palantir, whether it be ServiceNow, whether it be Salesforce, whether it be workday, it doesn't matter. It hates, it hates Adobe. It hates software so much that it even has gotten to Microsoft. I'm not going to push anything that software. All right. When it comes to data center, it's true if you build it. They're here on their money tonight. CBS Health just put a huge quarterly solid beat and raise. I'm learning all about it with the company CEO And Kraft Heinz stock has been a real hot dog lately. So could their latest earnings be the positive signal investors are looking for? I'm checking in with the company's formidable new CEO. And Honeywell spun off its specialty chemicals business through an alpha called Solstice. I'm learning all about the company and its quarter and its plans for the future with the CEO. Talked about enough. That's what I say about that company.

[David Sue, CEO of Solstice Advanced Materials]

Foreign.

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[Jim Cramer]

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[Jim Cramer]

In Friday night's game plan, I told you to expect a great quarter from CVS Health and that's exactly what we got this very morning. CVS also owns Aetna, a huge health insurance insurance company, and Caremark, the number one pharmacy benefit manager. Today they report magnificent 39 cent earnings beat off a $2.18 basis with higher than expected revenue and management raised their full year forecast pretty substantially. As a result, the Stock shot up 7.7% today, reaching a three year high. So can the stock keep running? Is it finally coming altogether? Earlier today we sat down with David Joyner. He's the turnaround artist, chairman and CEO of CVS Health at Find out. So take a look. Mr. Jordan, welcome back to Bit Money.

[David Joyner, CEO of CVS Health]

Yeah, thank you Jim. Thanks for having me back.

[Jim Cramer]

Thrilled that you're here. It's been now a little bit over 18 months. It's been a bit of a journey. An amazing quarter. Before we get into it, what have you learned and what are you starting to really work on?

[David Joyner, CEO of CVS Health]

Well, the last 18 months has been about, you know, mostly a recovery and focusing on the basics. So when we looked at specifically in our Aetna organization, it's a really great and well run business. Unfortunately, they kind of got off track. So we spent a lot of time focusing on culture, focusing on the right team and focusing on execution. And I think what you've seen in large part this past quarter has been, you know, that now what is now five quarters of improvement in the Aetna business and it's important the rest of the business, we couldn't take our eye off the ball. So whether it be our pharmacy business and, or a PBM or a clinic business is all about making sure we stayed focused on delivering on the basics and focusing on the consumer experience.

[Jim Cramer]

Now a lot of people don't realize that one of the major jobs you have is actually pricing, pricing of medical advantage, pricing, reimbursement. Worried about that. It looks like everything came together though. How did that happen?

[David Joyner, CEO of CVS Health]

Well, if you go back to what we've been working on, on the basics, we spent a lot of time making sure that we had the right actuaries, we had the right forecast, we had the right kind of look in terms of where we thought the marketplace was going. And a large part is how the government chooses to price its business. And we have to then build a product that actually be able, it can perform within, within that framework. So this is two years in a row of which we've actually demonstrated that, yes, we can. We see where the marketplace is going, we see what we need to be building and ultimately it's been able to deliver again above our expectations for that Medicare Advantage product.

[Jim Cramer]

I hope people realize at home how hard it is to be right for two years. I mean, it's amazing. And one of the reasons why I think your stock went up is that people say this guy can figure it out. But you also are a demon about recognizing a word you use five times in the call. The friction in the system, there's tons of it.

[David Joyner, CEO of CVS Health]

Yeah, yeah. I think that is probably the most frustrating part of health care. One is too expensive and people have a hard time navigating and when they do navigate, they feel like they're just friction. So we have spent a lot of time in our organization trying to rethink and reimagine what a consumer experience would be like. And ultimately this is being done. At Aetna, we've led the market in Terms of prior authorization, reducing the number of prior authorizations, connecting more effectively with the provider. So we're doing real time integration. So it's being done without the patient in the middle. And ultimately we're going to try to standardize that so that works more in real time. And also same thing on the pharmacy side. We spend a lot of time, you know, between our PBM and our retail pharmacy. What are the pain points and what are the friction points that, that the consumers really find unattractive and, or, or frustrating. And so that is allowed us again to focus on the things that we know will actually improve the consumer experience. So a lot of it is technology and a lot of it is working, working more effectively with the prescribers and with the, with the, with the actual pharmacists.

[Jim Cramer]

Detail.

[David Joyner, CEO of CVS Health]

It is detail.

[Jim Cramer]

Now the emphasis here is on the latter word. A lot of people know the middle as being the place, meaning the front of the store. The front of the store has not been emphasized in any of the documents for the quarter. I know that must be for a reason. What can we say about that? People who are thinking about the stock, maybe they shouldn't be, think so much about the aisles they get to, to get to health care. But that health care is primary for this company and that that's the way it should be.

[David Joyner, CEO of CVS Health]

Yeah. So I look at the transition of our company. So we started as, as a pharmacy and you would actually look at it in terms of the front store and the back store. With the acquisitions of Aetna and Caremark, we became a health solutions company. And ultimately we're moving the business into a health care services technology focus around the consumer experience. So we believe that at least from a, from a health standpoint, that we, we have all the assets to be able to manage the total cost of care and ultimately make the health care experience better so that we can lower cost, take the friction out of the process and improve their, their overall experience.

[Jim Cramer]

If I had to go into my cvs, which I like very much, and I buy stuff for Halloween and I buy my candy, if I had to reimagine the store, some of those things I'd still want. How do you satisfy both?

[David Joyner, CEO of CVS Health]

Yeah, this. We constantly working on the local markets and figuring out what that consumer and what that demographic actually finds attractive. Because we still need to be a destination, we want to be a health care destination, but we also, in some cases, as we talked about, we're also a convenience location. So we have to have the appropriate assortment of products so that people are actually able to get those on demand or in a convenient mode, but also then lead to the health care solutions that we're driving in the back of the pharmacy which is really elevating the role of that pharmacist to become that clinician to provide more care to the individual.

[Jim Cramer]

Well, let's talk about that. We spent Monday at Amazon. Amazon's got a terrific health initiative and I like a lot of it. But at the same time I like to talk to my pharmacist, my Rite Aid close. My pharmacist. Jerry knew me, he knew my wife. I want to know my pharmacist. How much of an advantage is it to have that pharmacist in the store versus online?

[David Joyner, CEO of CVS Health]

Yeah, so I'm a big believer of meeting the customer where they are. I think that there is going to also always be somebody that will want to have medications delivered to their home. We have same day delivery in our stores. We have a drive thru as a matter of convenience. But still the consumer, you know, on the vast majority of occasions still chooses to come into the, to, to our pharmacy because of that connection that, that you, that you've mentioned. We think our pharmacist and we've invested in that colleague experience, we've invested in the, in the technology to allow them to engage and, or work with the, with the consumer differently. And that is what I think creates the loyalty, it creates the trust and then then becomes the gateway for us to be able to pull through the other services that we want across the enterprise.

[Jim Cramer]

And how about technology, the app, the things that you're doing to make us more informed?

[David Joyner, CEO of CVS Health]

Yeah, I think that this is probably what I'm most excited about in terms of where we're going as a, as a company today. We talk about all the frustrations around. It's hard to navigate, it's too expensive, all the friction. We now are actually launching Health 100 which is our new app and it's going to become the host and or what I would call as the gateway into our own company. So we're building an experience so that people can anticipate the prior authorization so they don't, it doesn't happen to them. It actually we can solve it beforehand. They know what things are going to cost, they know how to navigate the system and we're doing this across our own ecosystem. So whether you're Aetna member, account mark member or a CVS member, we're trying to create an experience through technology that allows them to be able to have a much better experience and then we're opening it up to the rest of the market. And this is where the interoperability comes in. Because if you look at where the administration is right now, the reason that health care is so fragmented because you still have, you know, everything kind of hosted inside of each one of the doctors offices or hospitals, nobody talks to one another, not at all. And, and that's part of what we're trying to solve. We're trying to figure out how we become the connector across the entire ecosystem. Opening it up to anybody who wants to come in. And ultimately the consumer will actually own that data and own that experience. And with the new agentic AI and other tools that are available, we think there is going to be a transformation when you combine AI and the interoperability to serve our consumers more effectively.

[Jim Cramer]

Well, I think that we want to be in control of our health and of our health care. And I think you're going to make it so we can. It's good for everybody. Good business.

[David Joyner, CEO of CVS Health]

Yeah.

[Jim Cramer]

Well, anyway, I want to thank David Joyner, chairman CEO of CBS Health. The stock went up a lot, but the earnings went up. So it's, it's not more expensive. I would argue that it's cheaper. It's the right thing to do. Have money back in.

[Mad Money Announcer]

Coming up, was Kraft Heinz able to squeeze out a strong first quarter? Kramer is digging in with the company's top brass to find out next.

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[Steve Kalan, CEO of Kraft Heinz]

Sometimes AT&T business Wireless Connecting changes everything.

[Jim Cramer]

What made you confident that you could do something that hadn't been done before? I have no fear of failure.

[Julia Boorstin]

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One of my favorite pieces of advice. Think about what your boss's Boss needs

[Jim Cramer]

leadership can look in many, many different forms. It really does come down to just trusting yourself.

[Julia Boorstin]

Life is short and you just gotta

[Jim Cramer]

think big to accomplish big things.

[Julia Boorstin]

Julia Boorstin hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcasts.

[Jim Cramer]

All right. Something happened this morning. I couldn't believe it. I thought my eyes were playing tricks on me because Kraft Heinz, the package for foods powerhouse, reported a much better than expected quarter. The stock actually popped today, rallying over 2%. Keep in mind this has been drifting steadily lower for four years. It's been not a great stock to the point where Kraft Heinz decided to break itself up. Bring in Steve Kalain, the guy who works through the Kellogg breakup that was so smart as its new CEO. And all the way the stock kept getting clobbered. But today, Kraft Heinz posted a clean upside surprise, albeit versus low expectations. Who this the beginning of a larger run. Let's dig in deeper with Steve Kalyn. I regard him as a friend of the show. He's the new CEO, Krab Heinz. Get a better sense of the quarter. What comes next. Mr. Kalin, welcome back to Man Money.

[Steve Kalan, CEO of Kraft Heinz]

Jim, great to be with you.

[Jim Cramer]

All right, Steve. I remember when he came in on Kellogg, I was doubtful. I didn't know what you could do. I think it's going to be too hard. You handle it with a plum. You got two different buyouts, made a fortune for people. You're in Kraft Heisel. Is it a tougher thicket than even Kellogg was?

[Steve Kalan, CEO of Kraft Heinz]

You know, it's very similar, Jim. I mean, they're both iconic American companies with great brands that needed to be relevant to the next generation of consumers. And you know what I found when I came inside Kraft Heinz is the same thing. Outstanding brands been underinvested and with investment, focus, attention, good customer plans, good consumer plans that they can grow again.

[Jim Cramer]

All right, so what happened? I remember when Berkshire Hathaway put this together, it was one of the most exciting deals ever because we really felt you had a couple of great brands. You kind of had this great international footprint. What occurred? And is Berkshire still in board or not? Where are things?

[Steve Kalan, CEO of Kraft Heinz]

Yes, I think the industrial logic of putting the two companies together was sound. Where we missed the mark, where the company missed the mark was all the cost savings that were generated, which were quite substantial, flowed directly to the bottom line. I mean, the EBITDA margins went up to close to 30%. There was not enough investment put back in the brands to attend to the top line and grow the top line. There was not the revenue synergy. There was just the cost synergy. On the Berkshire Hathaway front, they're big shareowners. They own almost around 27% of our stock. They're no longer on the board, but their supporters, their investors and very important investors, obviously.

[Jim Cramer]

All right, so what did you do to take already obviously, in the right direction, 20, 20% of your portfolios gain your holding share in the first quarter to 54% in March. What are you doing? This is a radical gain for this company. Yeah.

[Steve Kalan, CEO of Kraft Heinz]

We still have a long way to go, Jim, but we're pleased with the results that we've had so far. You know, the top line this quarter was flattered by an Easter shift and by some pantry loading. But there's no denying that the share price performance improved as you just outlined it, improved because we invested behind the brands that were, you know, we have the right to win in, you know, our sauces, our spreads, our Mac and cheese. We innovated really well. You know, I found inside the pipeline some exciting things like Kraft Power Mac. We put substantial incremental investment behind that. Because of that, we got 35,000 stores, substantially more than we would have. So it's the blocking and tackling and the investing, handling this business like a consumer good company with lots and lots of treasures behind us. And so that's what happened. The other thing that I'd say is, you know, when I came in, obviously the company was very focused on the separation. You know, when you take 36,000 people and redirect them towards a maniacal focus on growing the top line and not in separating the business, it's amazing what you can achieve with that type of, you know, human capital against much more, I would say, aspirational goal, a more constructive goal, something that they could really get behind.

[Jim Cramer]

And that was, from my take, that had been lacking until you got there. Whether it was being split or not, frankly, I think that what you've done with Hold, Win and Win Big Again has everybody understanding what could go on. How did you pick those buckets? And how do you know that Win, Win Big is where you can put the most money in?

[Steve Kalan, CEO of Kraft Heinz]

Yeah. So we started by examining all of our brands and where we felt like we really had the right to win, where we had competitive, differentiated advantage versus our competition. One of the single clearest examples of that is the brand Heinz. I mean, Heinz is one of the most recognizable consumer brands in the world. Right? Like 98%. It's got household penetration. That's a fraction of that. So A real opportunity to get in more households and grow. We look at Mac and cheese, which has been around for a long, long time, but, you know, had been a bit, you know, challenged by smaller competitors coming in with better offerings, around protein, around fiber. And we knew we could make adjustments to the portfolio there. So where we felt we had strong brands, where we could differentiate better and make a connection with the consumer through the customer, is where we decided. Now we made some changes along the way. Caprice is a great example. We had that in, you know, a win category. Well, as we discovered more and learned more, we felt that that was a win big opportunity. Because where we were losing business in Capri sun is, you know, kids were aging out of the brand. Well, by coming up with something that was halfway between a kid's drink and a sports drink, you know, come out with Capri sun with electrolytes, we could actually innovate to keep consumers with us. So we move that into win big. And so as I explored the portfolio with the team, I found that there was a lot more saliency to these brands and a lot of equity building opportunities if we just put our investment into smart ways. The other thing we did, which I think is really exciting, which we're just starting now, is this NFL partnership. And so you think about our condiments business. I mean, Heinz ketchup, Heinz mayonnaise, Heinz relish. It is built for Thursday night football, for Sunday afternoon football, and partnering with the NFL and starting with the NFL draft, you know, with pick number 57 gets a lifetime supply of ketchup. I mean, the team just came up with some great ideas to make our brands fun again and very relevant.

[Jim Cramer]

I think that's right. They've not been fun. I think they've been pushed around way too much. I did want to ask you. You've got some brands that are inexpensive, perfect for a person, it's kind of struggling. And you've got some brands that are expensive. Do you find that you've got a mix that's right for the American consumers, that American consumer hurting too much to pay up even for good for Heinz ketchup, so to speak.

[Steve Kalan, CEO of Kraft Heinz]

I think we've got a portfolio that's built for the moment, for sure. We're in just about every aisle in the store. But affordability, which you just mentioned, is incredibly important. Important even if we're in the higher end of the price tiers like Heinz ketchup, which is a premium ketchup offering. Obviously we have to look at our whole price package, architecture, structure, and say, do we have the right entry level price points? Are we doing everything we can leading into productivity so that we can put the best affordable options out there for family budgets, which are under pressure? So that is very much a focus of ours. How every item in our portfolio, every product in our portfolio starts with a question. Is this the right affordability value equation for the consumer today?

[Jim Cramer]

And what percentage do you think you have to augment with natural just to be able to kind of change the, the impression that Kraft Heinz has, which is that, yeah, you can tell me. Maybe it's just not true, but people feel it's just got a lot of preservatives. That's the problem that's been dogging Campbell's, even though it's not true either.

[Steve Kalan, CEO of Kraft Heinz]

Yeah, it depends on where you are in the portfolio, Jim. But look, health and wellness is a real trend. It's an important trend. Clean labels is a real trend. It's an important trend. So we're looking at our portfolio where we can renovate, where we can replace, where we can innovate around that health and wellness. You know, taking ingredients out that consumers don't want, that's. That's part of what we must do. But, you know, I always say you have to make it and you can't fake it. So, you know, when we came out with Power Mac and Cheese, it really does have, you know, 17 grams of protein, 17. 7 grams of fiber. And in a much more affordable offering than some of the competition.

[Jim Cramer]

That's real.

[Steve Kalan, CEO of Kraft Heinz]

That's not made up. And so we're working on our portfolio to make it more relevant for what the consumer wants today.

[Jim Cramer]

Well, this is the same Steve I saw who got in and realized that, wait a second, there's something here with Kellogg. It's not just frosted cereals. There was a lot more to it. You made a lot of money. Then I, when I saw that you came in, I reached out immediately because I, I know you're going to have another win, Steve, because that's just what you do. Thank you so much for coming back on Mad Money.

[Steve Kalan, CEO of Kraft Heinz]

Super. Thanks for having me, Jim.

[Jim Cramer]

Really appreciate that, Steve. Steve Kalan is the CEO of Kraft Heinz khc. I'm telling you people, you may not believe me. I don't care. This guy's a winner. So therefore, KHC is the winner, may have money back into the break.

[Mad Money Announcer]

Coming up, the countdown to summer is on. But that may not be the only solstice that should be on your radar. The CEO of Solstice Advanced Materials is making his case to Kramer next.

[Jim Cramer]

Last October, one of my longtime favorites, Honeywell, spun off its specialty chemical business as Solstice Advanced Materials, which started trading at just under 49 bucks. This is a company that makes advanced materials for semiconductor manufacturing, data center cooling, refrigerants, nuclear power, health care, packaging and the defense industry. Those are all strong end markets, hence why the stock's been just a fantastic performer all the way up to 83 as of last night's close. Okay. When sources reported this morning delivered higher than expected sales, slightly better than expected adjusted earnings, but their net income came in a tap below consensus. Same time management didn't raise the full year forecast, which is not what you might want to see given the stock. It's up 64% year to date. Maybe that's why it fell 2%. It's okay. Still, many of their core businesses are doing great. Electronic materials up 21% refrigerants up 19% nuclear business, which is all about making fuel jump 27%. Club members know that. We thought that was really exciting. So is this a viable pullback or should we be concerned? Let's check in with David Sue. He's the president CEO of Solstice Advanced Materials to learn more about the the company. Mr. Welcome to the show, Jim.

[David Sue, CEO of Solstice Advanced Materials]

Great. Great to be here. Thanks for having me.

[Jim Cramer]

I got to tell you, David, it's been great. One great ride from the very beginning. The stock came out undervalued because people didn't understand all the things you had. How are you shorten things out? Because you've got some really fast growers

[David Sue, CEO of Solstice Advanced Materials]

in this company, no question about it. We're really excited about the secular growth trends that we're a part of. And I think we just had to tell the story of Solstice because as you mentioned right at the beginning, we're in a lot of different markets, but those markets are really exploding in a lot of areas. And so getting that message out and then doing a lot of capital investment to make sure we can withstand that growth from a manufacturing standpoint has been a key, key initiative for us. And you're starting to see the growth, you know, 10% this first quarter. And we're really excited about the future.

[Jim Cramer]

But you also have a great balance sheet. They gave you good balance sheet. Sometimes they don't do. And are there areas where you want to put more chips down?

[David Sue, CEO of Solstice Advanced Materials]

So we've, we've announced three, three major expansions are nuclear hexaflow, fluoride expansion in Illinois, our advanced electronics business in Washington, and our defense Business in Virginia. So those, those businesses are really growing fast. The demand is really strong. And in fact, in all three of them, we're trying to accelerate that expansion because of the demand.

[Jim Cramer]

Okay. I have been telling club members who have held on to it, Invest, cnbc, Invest Club, that of all the nuclear plays, many of them are just science projects. Yours has been working the whole way.

[David Sue, CEO of Solstice Advanced Materials]

Absolutely. We've been in the nuclear business 60 years, and we have the only uranium hexafluoride converting site in the United States, one of four in the world, basically. And nuclear is, is a great solution for some of the energy shortages that we have. And we just feel that we're extremely well positioned and we, we're in the process of debottlenecking our plant and increasing capacity.

[Jim Cramer]

Semiconductors, just, just data center. It's all there. Yeah, right.

[David Sue, CEO of Solstice Advanced Materials]

Yeah. And we're there in a couple of different ways. So we're there on the chip with our depositions and our thermal interface and some of our specialty polymers. And then we're there in coolants with our thermal management because you've got to get that heat off the chip as these chips are getting faster and faster and generating more heat. The growth there has been significant. We had a really nice first quarter in our electronics business business with 21% growth, and that's what's driving our capacity expansion in Washington.

[Jim Cramer]

Okay, so refrigerants, there was a, it was a government. There's a glitch, but it wasn't really. You had to have a change in what you. The materials you're working with, I guess.

[David Sue, CEO of Solstice Advanced Materials]

But it's exactly right, Jim. So, so before it used to be hydrofluorocarbons for refrigerants and coolants. We came out the new technology, patented technology, very innovative, low global warming, and it's moved to hydrofluoro olefins. So during that transition, as we communicated, it's. We'd see a little bit of margin pressure until the aftermarket kicked in, which, which we'll start to see in the second half of this year. But the growth has been significant because of our strong IP. And the margins are still fantastic. I mean, 35% EBITDA margins in 19% growth in the first quarter.

[Jim Cramer]

To me, it's seems, correct me if I'm wrong, but we have, we had a hard time finding competitors to any of your businesses. They, it seems like you kind of like are the only one in some of.

[David Sue, CEO of Solstice Advanced Materials]

We're really unique. And so that's what we've had to do to tell the story when we came out, we agreed with you that we were undervalued. So we've really been communicating. We are really at the, at the forefront of these secular growth trends and we're very well positioned.

[Jim Cramer]

But you do have a lot of different, I mean, do you want health care packaging? Do you want the low, that lower billing solutions in there? I mean, I just feel like sometimes they just said, okay, listen here, we're going to give you all this stuff because they were splitting up themselves. You take it, you sort it out and you know, that makes it so it's a little harder to run the company.

[David Sue, CEO of Solstice Advanced Materials]

Well, you're exactly right. And I'm sure you've seen that with other spins, as you mentioned, sometimes they throw, throw a little bit of the whole kitchen soup in. But with this, this business was actually a standalone business within Honeywell since 2017. And there is, with all of those segments in six out of those seven segments, there's a strong fluorine chemistry and that's really our expertise and our innovation. We have 5,700 patents around this. So there is a synergy to it. And we've just been able to expand the markets of that technology.

[Jim Cramer]

Well, next question. I want to go back to nuclear because it's just so important to our viewers. This has been a business that if they add, let's say they add all these small modular nuclear reactors, are you going to be involved in all those?

[David Sue, CEO of Solstice Advanced Materials]

We are. In fact, there was just an announcement the other day of an assombar that we've already signed a contract with. There's about 80 companies, smarts out there that are trying to commercialize. I don't know, you know, how many of these come together. But they have to get their supply chain. And so we're an integral part of that uranium conversion. So we're having discussions with them as well as all the, the large nuclear reactors that are proposed to be built as well.

[Jim Cramer]

Well, then we've told people the right thing because a lot of the companies are there. It'll never amount to anything. And those are dice rolls. Why not just go with the one that's actually making money for 60 years? I like that very much. It's David Sewell, president and CEO of Solstice Advanced Materials. You know, we've like this, you know that this is not just nuclear, but it is the only nuclear one that we've been saying can actually make money in. Now that money's back.

[Mad Money Announcer]

Coming up, you've got questions. Kramer's got the answers. Get charged up for a fast fire lightning round next.

[Jim Cramer]

It is time to the light round cars everybody. Quentin, Brian, Frank, Coast Jam and Sox. Bye bye, bye. Sell at this McCURD Another course? Not quite. You playing this out? And then the lightning round is over. Are you ready, Ski Daddy? Turn the light round crazy. Let's start with Bill Masters. Bill, Jimmy, I got a question for you. With all these giant IPOs in the pipeline, how will that. How will Goldman Sachs fare? They're going to be the big winner. They're going to be the big winner in IPO and an M and a bill. And that's why I think it's a huge position for me, my travel trust and I think that it's going hard. How about that? Let's go to Phil in Kansas. Phil. Hey, Jim, I'm a club member and I. I love your book. Thanks. Oh, thank you very much. Thank you. Hey, I've got a stock I want to add to my current position and the stock I'm asking about is Taiwan Semi. They have what? They have more business, business they can handle. What can I say? Even tonight, Arm holdings said that they were going to have this, all this business. But the problem is is they can't get all the chips they need from. Yes, Taiwan Semi. Let's go to Leo in Wisconsin. Leo? Yeah. Jim, I've been listing you over 20 years. I got a little stock I like

[Investing Club Member / Caller]

and own Extreme Networks.

[Jim Cramer]

No, this stock, Ed Marcourt, this stock has just, I don't know, I mean it is going like this and I don't recommend recommend stocks like this. But I will give you a considered opinion, come back and tell you what I think is going on. Let's go to Jason in California. Jason, Jim. Booyah. Booyah. Jason, what's up? My question is D Wave Quantum? Well, that's Dr. Baritz and I've got to tell you, if you want to do Quantum, D Wave is the one that I identified as being the best. I also like IBM for Quantum. Quantum and don't forget Honeywell is a spin off from Quantum. Coming. Let's go to Dave in North Carolina. Dave. Mr. Kramer, first time, long time.

[David Joyner, CEO of CVS Health]

Thanks for all you do for us home gamers.

[Jim Cramer]

Thank you. Thank you. What's going on? You recently had Mark Casper from Thermo

[David Joyner, CEO of CVS Health]

Fisher on after the stock took a

[Jim Cramer]

big drop after earnings. Is TMO a buy seller hold? I like it. I see so many IPOs every morning that Carl mentions and they're all going to need TMO's machines. I think you can buy it at this level, I know at 19 times earnings, I'm surprised it is that cheap. And that, ladies and gentlemen, is the conclusion of the Lightning Round.

[Mad Money Announcer]

The Lightning Round is sponsored by Charles Schwab. Coming up, Kramer's noticed some quality stocks have dropped to some very attractive prices. He's revealing three names you should buy into next.

[Jim Cramer]

This morning on Squawk on the Street, I said something I kind of want to take back. I was being smarmy about meta platforms, saying they didn't have the horses and the stock had become a source of funds. That's the kind of thing you sell so you can see swap into something better. It's one of the worst things you can say about a publicly traded company. It's like saying that they're a team that nobody wants to play for because they aren't headed for the playoffs. After the show, I was reminded that matter had 33% growth in the last quarter. That's the fastest pace in five years. That last great growth quarter, by the way, was from 2021, when the company had 29 billion in revenues. Now it's 56 billion. Yet that got nearly the same. The same growth rate. That's impressive. Meanwhile, Matt has 3.5 billion daily active users. I mean, that's almost half the world. They're adding some gigantic Data centers. The CapEx budget, that's approaching 50 billion. At a time when we are now realizing from Amazon at least, that these behemoths are going to make you, your company, a ton of money. Bye, bye, bye. More important, Met is run by a man named Mark Zuckerberg. People in the tech business do live in fear that he might have something that they don't know about that could change everything. After all, the guy's done it before and now I'm counting him out. Did Zuckerberg somehow do something that makes him a less effective CEO? Mixed martial arts and the Met Gala hanging out at Mar a Lago. I don't know. In retrospect, I think it's time to stop worrying and start buying. Clearly, the market agrees as Matter rebounded nicely from its early morning lows. And look, it's not just matter. We all kick ourselves for missing out on winners that seem obvious. In retrospect, I wish I'd bought Dell from my Chapel Trust 100 points ago. We took a big gain in AMD, but we stuck. We didn't stick with it, have we? We have a much bigger game. Often we miss these moves because it's hard to pull the trigger on something. It's not when it's down and out. Which is exactly what you have to do. Look at the incredibly good Arista networks getting pummeled today. This data center network has always been in the winner's circle under the excellent leadership of Jay Sri La. When you dig into why the stock plunged 13.6% today, you find that Arista beat the estimates but failed to raise its forecast. Which is of course the kiss of death. And in a tech driven market. But wait a second. Why didn't the risk raise the forecast? Why did anyone look at this? It's not because the demand isn't there that would be bad. It's because company supply constraint. They said the problem could persist for one or two years. I think that that's a tough one, right? But I think having more demand than you can handle for multiple years is a pretty high quality problem. Especially because I think the J3 will solve this. I believe in J3. I think a risk of stock now reflects the fears that. Fears that I bet will prove to be wrong. Time to buy. How about Shopify? I just interviewed Harley Finkelstein, the president of this E commerce enabler, yesterday. If you're a small to medium sized business, Shopify lets you compete with the heavy hitters online. An economy that's filled with Gen Z side hustlers or small businesses seeking to be big ones pretty much runs on Shopify Fulfillment. The company just reported outstanding 34% revenue growth, but it did guide for future growth to slow to the high 20s. On that the stock has now plummeted from 182 in October, 227 on Monday and 105 as of today after it's sold off. Response while look at that trajectory. But Shopify is the same fabulous company, the first choice for so many startups that will inherit the earth. You don't want to buy this thing when it's running. When its sales are strong, everybody thinks the stock's headed to the moon. You want to buy when the stock's ice cold. Yet the business remains very good. It's now de risk and it's still the envy of many businesses, including several that have tried to approach acquire them. It's very easy to dismiss companies when their stocks are down. None of these counts as a turnaround. They're just momentarily struggling. We all want winners though. Sometimes though, you have to choose the stocks of great companies with temporary problems, betting that management will solve those problems. Or to put it another way, you write off matter Arista and Shopify at your own peril they've been thrown away by the impatient and the frightened who are now giving you some tremendous entry points. I take all three. I'd like to say this always Book Market summer products just for your man Money. I'm Jim Cramer. See you tomorrow.

[Julia Boorstin]

All opinions expressed by Jim Cramer on this podcast are solely Kramer's opinions and do not reflect the opinions of CNBC or its parent company or affiliates, and may have been previously disseminated by Kramer on television, radio, Internet, or another medium. You should not treat any opinion expressed by Kramer as a specific inducement to make a particular investment or follow a particular strategy, but only as an expression of his opinion. Cramer's opinions are based upon information he considers reliable, but neither CNBC nor its affiliates and or subsidiaries warrant its completeness or accuracy, and it should not be relied upon as such. To View the full Mad Money disclaimer, please visit cnbc.com madmoneydisclaimer Introducing FidelityTrader the

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