• I moved my family to Thailand for a better quality of life.
• I want to retire by 50, and Thailand offers a cheaper cost of living to make that happen.
• Here's a tour of our beautiful apartment in the heart of Bangkok that I could only dream of having in the U.S.

It took me too many years of my life to realize I don't want to work until a typical retirement age. My ex-father-in-law was a catalyst for this realization.

I met Steve when I was 17 (I'm now 44), and he was one of the hardest-working men I knew. There were times when he held two or even three jobs to support his family, and he worked hard at everything he did.

What's sad is that he worked until the day he found out he had stage 4 pancreatic cancer; he died three weeks later at 61.

His death was part of the reason I decided I didn't want to work into my 60s, and conversations with my children helped me see that my identity is more than my work.

Although I own a business, I'm working toward the goal of retiring by the age of 50, and moving to Thailand is the only way I could make that dream a reality.

We moved to Thailand for a better quality of life.

Retiring early in the US would be difficult due to the high cost of living and healthcare, even with insurance. My wife and I decided that moving out of the US permanently would be our best option to achieve our financial independence goals.

After researching, we decided to move to Thailand, a country with a relatively easy visa process, affordable healthcare, cheaper everyday living expenses, and a thriving economy.

My wife, our daughter, our niece, and I secured five-year Destination Thailand Visas (DTV) within a few weeks after deciding to move.

I found a beautiful apartment in the best location for a reasonable price.

It was easy to set up our life in Thailand, and I didn't have to go through the bureaucracy I've experienced my entire life in the US.

I landed in Bangkok and toured the apartments the next day. By the end of day two, we had signed a two-year lease for our dream apartment.

The rent is $1,200 a month, but our monthly living expenses for everything are less than $3,000 a month, which is about one-tenth of what we paid in the US.

Our apartment is close to Bangkok's public transportation.

The apartment is within walking distance to Terminal 21, a large mall, numerous coffee shops, restaurants, grocery stores, and healthcare facilities.

Bangkok is quite the city that never sleeps, and you can find many places that are open 24/7.

The apartment is just under 3,000 square feet with a comfortable living room and a balcony overlooking the pool.

The building and apartment are pet-friendly, so we brought our two cats with us. The building installed netting on the balconies so that the cats can spend time outside.

The apartment was furnished, but we also bought some of our things to make it more comfortable.

For example, I bought an 86-inch TV for the living room.

There is a nice-sized kitchen with a balcony — which houses our washer and dryer.

The kitchen is fully equipped with an oven, a gas stove, and plenty of counter space. Conveniently, a washer and dryer are on a small, netted balcony right outside the kitchen.

There is a formal dining room area, where we keep our filtered water.

We have a large dining room table, built-ins with storage space, and another balcony offers a dining area that's also netted.

Since the weather is good all year round, we're storing our larger suitcase on the balcony.

I turned the fourth bedroom and bathroom into my office.

I own a business and wanted a space to work outside our bedroom. The fourth room would typically be a maid's quarters or a small bedroom, but I converted it to my office.

I installed a mobile AC unit, bought a desk, and purchased a comfortable reading chair for breaks. The office is located on the same floor but is detached from the apartment, making it a quiet space.

Our primary bedroom is large with an ensuite and a balcony.

When we moved to Thailand, we thought we'd be moving to a smaller space than what we're used to in the US. But the apartment we got exceeded our expectations in terms of size.

The master bedroom came with a king-size bed, a large TV on top of built-ins, lots of closet space, a large bathroom, and an area for my wife to have a mini office.

We are quite comfortable.

Our daughter and niece have more space than they had in the US.

Our daughter and niece live with us, and occupy the second and third bedrooms, which are also spacious. Each room has a bathroom, a queen-size bed, and a good-sized TV.

Our daughter's room also features a separate vanity area.

We're very happy with our new family home, especially since it's saving us money.

I'm not sure if we'll stay in this apartment for all five years of our visa, but we're very happy with it right now.

The apartment has more space than anticipated, it's close to everything we need, and the building staff has been incredible.

We made the right move for our family, and we've accelerated our journey toward financial independence by increasing the amount we're saving.

• My teen wanted to get a job at a camp this summer, so I helped her through the application process.
• She was unsure what to put down as skills and and who to list as references, so I guided her.
• Her experience helped her stand out among the 100 applicants we heard she was up against.

"I want to be a camp counselor next summer," my 16-year-old daughter (now 17) proclaimed one day.

Luckily, she said this in December, just in time to start applying. From my own experience as a camp counselor at her age, I knew that most applications for this type of summer job are often due between January and March.

She set her sights on a familiar place

She decided to apply to the same camp she attended from age 8 to 11, a place she loved spending her summers. I let her know that her years as a camper there were valuable experience and something she should mention when she eventually filled out an application.

I guided her through the application process

Once she decided that this was the summer job she wanted to go for, I decided to help her figure out how to get it. First, I told her to search the name of the camp online along with the words "camp counselor application." After finding it I asked her to check the deadline. It turns out I was right about the time frame, since it was due in early February.

At first, she was worried that she didn't have any prior work experience, but I reassured her that camps often value leadership roles at school and participation in extracurricular activities. I also pointed out that her high GPA and academic awards could work in her favor. Plus, she did have experience looking after her younger cousins, which I assured her would count for something.

As she filled out the application, she asked me for feedback about which activities to include (she does a lot!). After some discussion, she decided to highlight that she founded and serves as president of her school's environmental club, an activity that showed both her leadership skills and her love of the outdoors. Since the camp she applied to is an outdoor adventure camp that visits different parks, it felt like a perfect activity to feature.

When she got to the section for references, she had no idea what it meant or who to include. I explained that if the camp is considering her for the position, they will contact the people she lists and ask whether she is responsible, hardworking, and reliable. I suggested she include the teacher who oversees the environmental club, her karate sensei, and someone who has known her since preschool and now works at the recreation center where the camp is held.

I also explained that before listing someone as a reference, she needed to ask if they were willing to be one. At first, she was hesitant to include the person who works at the camp because they hadn't interacted recently, and she felt nervous about reaching out. I told her that personal connections can sometimes help you get a job. Even though she wasn't entirely convinced, she agreed to reach out and ended up including this person.

She got an interview

A few weeks after she submitted her application, she received an email from the camp asking to set up an interview. She was excited but admitted she was also a little nervous. Since she participates in musical theater, we decided to "role play" a mock interview using possible questions. She said our practice session helped her feel more confident and ready for the real thing.

Following her interview, she felt both excited and hesitant. The job seemed like a perfect fit, and they asked some of the questions we had practiced.

"I think you were right about the personal connection," she explained. It turns out they mentioned the person during the interview. She was surprised that I was probably right. I don't often hear "You're right, Mom" so that was a win for me!

Even though she was clearly excited about the possible job and interview, she didn't want to get her hopes up. "They told me there are over a hundred applicants, and most of them are older than me," she said.

She got the job

Weeks passed without any word from the camp. Just when she thought she didn't get the job, she received a packet in the mail confirming that she did. She was beyond excited to start her new position and I was happy our work paid off.

She just finished her third week as a camp counselor and loves it. Being outdoors in parks, interacting with other campers and counselors, and reliving her own camp days have made the experience fun. "I don't even feel like it's work," she said to me.

I'm so happy that she found the perfect fit for a summer job. She loves it so much that I'm now wondering if maybe it's time I start asking her for career advice.

• Jennifer McMahon is job hunting for the first time in 20 years.
• She said more competition and a lengthy interview process have changed the job-search landscape.
• McMahon said her AI knowledge has helped, along with a job coaching service and networking.

This as-told-to essay is based on a conversation with Jennifer McMahon, a Gen X job seeker based in Connecticut. Her employment history and identification have been verified by Business Insider. This story has been edited for length and clarity.

About five months ago, I was informed that my organization at Google was getting moved to Mexico City.

I felt like the rug was ripped out from under me. I've been working in marketing and sales enablement continuously for over 20 years, and it's been so long that I've forgotten the feeling of not working.

The job market has also changed. Gen X was always told, "No bragging, let your work speak for itself." That's not the case anymore. You have to put yourself out there now, and it's uncomfortable and new for me.

The volume of applicants has also increased. I'll look at a job that was posted 10 minutes ago, and there are already 100 people who have applied. So that's kind of freaking me out, as I don't know how I'm going to showcase my value when there are thousands of applicants.

There are also fake jobs being posted out there for phishing purposes. So, I'm often like, "Is this job real?"

The interview process itself has also shifted. I've gone through several interviews where I have to build a presentation. I'm like, "Whoa, I'm not a CEO." I'm not going for the highest-level position here, but it's still super competitive.

It's been tough. It's been a roller coaster. I'm not a job-hopper, and in this process, I've realized that I'm a control freak. It's been challenging to surrender and just trust, but I have to have faith that I'm going to find the right position.

I haven't landed anything yet, but these three things have helped improve the process.

1. AI knowledge

Having had the opportunity to work at Google has definitely been a blessing for my résumé. I think it makes a difference because of how tech- and AI-forward the company is.

I've been trying to look at the job hunt as an opportunity to continue to grow and learn new technologies. ChatGPT has helped me come up with an elevator pitch and I even generated a NotebookLM podcast on myself by putting in my profile and résumé. After listening to the podcast, I was like, "Wow, I am good at this."

For one interview, I even used AI to build a one-pager prototype concept of what an AI coach would entail. It's so incredible right now what you can build with AI. I was like, "Hey, I haven't done this type of training before, but look what AI can help your company do, and here's the prototype."

I think I have a little advantage due to my experience with AI, and I think people want to hear that.

2. A job coach

One of the benefits of working with Google is that they'll help you with the transition for six months if you don't find a new role internally. I've had an incredible benefit from that experience.

The service they provide helped optimize my résumé and provided me with a one-on-one job coach. The company also offers resource hubs and webinars with recruiters so you can ask them questions about what they're looking for in candidates.

We also have a weekly group meeting where people get together, share stories, and try to uplift each other. It's sort of like a community of folks in the same situation, and it's been really helpful.

3. Years of experience

Networking has to be the most important piece right now.

If someone doesn't come in with that, "Hey, we know Jen, she's good at what she does," I don't think I'm getting that call back. Since the end of June, I've applied for about 25 external roles, and I've been able to get about seven interviews out of that. I got referrals on all except for one.

After 20 years of industry experience, I'm able to rely on my network to be supportive, helpful, and put in a good word.

• Wall Street interns face pressure for return offers as summer ends.
• Internships are crucial for securing full-time investment banking roles.
• Regina Savage of Morgan Stanley emphasizes seizing opportunities and knowing strengths.

With Wall Street summer internships in their final stretch, young bankers in training have a new concern: the return offer.

On Wall Street, internships are more than a summer gig. They're often the main gateway to full-time investment banking jobs — making the stakes especially high.

Regina Savage knows a thing or two about building a successful investment banking career. A managing director at Morgan Stanley — a top Wall Street bank and coveted destination for aspiring bankers — she played a key role in taking electric vehicle company Rivian public in 2021

Savage began her banking career at Goldman Sachs in Los Angeles, advising on media mergers and acquisitions, before moving to Morgan Stanley in 2009, where she has remained since. She now serves as global head of the firm's automotive and mobility technology group, focusing on electric and autonomous vehicles at a time when companies like Waymo and Tesla are making waves. Savage is also cohead of North America industrials within the investment bank, advising manufacturing and other industrial clients on M&A. She is based in Chicago.

In an effort to understand how young bankers can succeed in this competitive industry and put their best foot forward, Business Insider spoke with Savage, who has spent many years interacting with interns. She talked about the importance of seizing opportunities when they arise, understanding your own strengths and "superpowers" rather than trying to emulate others, and described the way lists help keep her organized.

Checking things off the list

As a managing director, Savage travels a lot to interface with clients. For her, early mornings are key to productivity.

"I think people have to know when they're most productive," she said. "I'm actually really ruthless and conscious of how I spend my time, and so as part of that, I know that I'm most productive in the morning."

When she's not on the road (or in the sky), she uses the first hour or two of her morning to get through the less fun, more administrative stuff.

"I tend to be up really early," she said. "I get myself ready and I get myself a coffee, log in, and I try to triage what came in overnight."

Lists are also a key part of her organization, Savage said.

"I also keep a running list of my priorities. And I reset that list every week, and look at that and make sure that I'm spending my time on what those are," she said.

The right attitude

When it comes to hiring young talent, Savage looks for curiosity, enthusiasm, and a genuine interest in the work, rather than just technical skills.

"I think it's really important that they have curiosity about the job and what it is that we're doing and why we're doing it. So it's not just about putting together a slide, but why are we pulling this slide together?" she said.

"You're only going to be successful at this job if you find it interesting," she said. "Seeing people who really do want to understand how it all fits together is important."

The attribute that the most successful interns and young hires tend to share is a good outlook and attitude.

"Attitude is well more than 50% of what makes somebody truly great at that level," she said. "We can teach you the skills you need."

Seizing opportunities

Savage didn't plan to become an expert in the automotive space. Not long after arriving at Morgan Stanley, the bank needed someone to help lead Chrysler's restructuring after its bankruptcy. Savage raised her hand.

"You don't know where the opportunities are going to be. You just have to be ready to grab them when they come," she said.

After spending about a year on that deal, she saw a "white space" in auto coverage and decided to focus on technology within the sector just as electric and autonomous vehicles were taking off. Aspiring bankers, take note.

"Being resilient and adaptable and, when you see an opportunity, jumping at it and with both hands, I think that's the number one piece of advice I would give."

Savage also warns not to dwell on "what could've been."

"There's no point in looking at closed doors or other paths that are closed to you. I feel like people worry that they missed something," she said. "Don't waste calories, energy, brainpower on regret."

Know your superpower

Savage advises young people trying to find their way in the industry to be really honest with themselves about their strengths and weaknesses.

"Know your superpower," she said. "I find people try to emulate others, but nobody is you."

She gave herself as an example: "There are some people who strut into a room and they just command the room immediately and ooze charisma — that's never going to be me. But I know what I am really good at. I'm really good at making connections and synthesizing information and being able to see patterns across different things," Savage said.

Savage suggests starting by looking for people you admire who have similar strengths as you and at what they've done. This advice is particular important for young women, she said.

"It's a lot less likely that there's another woman that you're working with that has a similar skillset to you that you can emulate. So being able to take little bits from everybody that you meet that you think is successful, and seeing how that works with your style, is really important."

• I was accepted into a Ph.D. in economics program, which was a dream come true.
• But I was also offered a job at a startup that excited me, so I took the offer.
• The startup folded, and I'm unsure if I regretted the decision.

When I received an email saying I had been accepted into the university of my choice for a Ph.D. program, I cried.

Furthering my education had always been an important goal for me, but it was one I didn't achieve easily. I battled Graves' disease through my early college years, which meant I was in and out of the classroom. I constantly played catch-up, and never thought I'd graduate. Understandably, the thought of enrolling in a Ph.D. economics program was a dream come true.

I'm a forward thinker, so I started imagining my interactions with my professors and what kind of thesis I'd work on. Although the annual tuition fees would put a great dent in my pocket, I was determined to work for it. I would have to strike a balance between school, family, and side hustles.

But then I got an offer I couldn't refuse.

My friend was working on an intriguing startup idea

While I was still planning for my program that was meant to begin in early fall, I met a friend who talked to me about a startup company he started and was taking off faster than he could keep up. It was exhilarating, and he thought I'd benefit from the experience.

The company wanted to disrupt financial access in underserved economies, and it was doing everything from product development and data modeling to pitching investors.

This friend had always been a dreamer and succeeded in most things he put his mind to. As he assured me, the startup wouldn't be an exception, especially because he had channeled all his savings toward it.

However, he wanted to bring me on board because I had an analytical background in economics. To be honest, the pay he suggested wasn't great, but the opportunity was stellar with potential for growth in skills and finances. My role would involve leveraging my skills in data analysis and understanding market dynamics.

He suggested I take some time to think about it.

I decided to take the job offer

I went back home and spent the majority of my time online looking through the company pages and comparing them to others that were thriving in the same field. It looked promising, and I wanted to be part of something great.

However, the team required someone who would work in the office full time, and logically, I wouldn't be able to be present for classes and work at the same time.

After a lot of back and forth, I thought working for the company was a one-time opportunity, and I was leaning toward it.

I looked up deferral programs and decided to consult with my school to seek their opinion on deferring my course for a year or two and then rejoining. The department didn't have deferrals, and the dean advised against it.

But the faculty told me that I could reapply a year later. I thought, if I was accepted once, I could be accepted again, so I started working for the startup.

The job didn't pan out as I expected

Everything was great in the first half of my work year. We embraced a team spirit, brought a few clients on board, and were on a steady path to growth. However, somewhere in the middle, we lost the plot.

We struggled to fit some of the company's products into a market that wasn't ready, and, most importantly, we faced a severe lack of funding.

After a long time of trying everything we could, the startup folded.

Looking back on my decision

I had mixed feelings about turning down school. In some ways, I feel like a failure. I was depressed and sunk deep into hopelessness. I haven't reapplied to my Ph.D. program yet, and I'm not sure I will anytime soon.

In hindsight, walking away from an opportunity to further my studies so I could join a startup was a risk, but it was also a rewarding experience in itself. I gained immense experience and made connections I wouldn't have made in academia.

I learned what it means to build something from the ground up, even if it doesn't work out.

• My 2-year-old grandson, King, died in an accident as I was achieving major career milestones.
• The loss forced me to confront how I had been using external achievements.
• Through my grief, I learned what true success in life really means.

The call came while I was in the middle of producing a groundbreaking documentary sanctioned by the Napoleon Hill Foundation. I had also just been featured in Forbes. Everything in my career was accelerating exactly as I had planned.

Then came the news that shattered everything.

King, my 2-year-old grandson, had drowned in a tragic accident. The little boy who would stop whatever he was doing to run into my arms, whose face lit up every time he saw me, was gone.

I felt like an anvil had fallen on my chest. Every step I took felt heavy, and the more it sank in, the more I wanted to leap out of my body from the pain. My chest was heavy and I couldn't breathe. It was instant trauma and a shock to my nervous system that left me gasping for air.

But that grief taught me something valuable.

My grandson meant the world to me

My first thought was denial. He's so young. I was just with him. How could this have happened?

Just one month earlier, I had sent King and my daughter back to California. When their flight was delayed, King held onto my neck like he didn't want to let go before boarding. I never expected that would be the last time I would hold him.

King wasn't just any child to me. Our relationship was magical. When I would play meditation music by the group Beautiful Chorus, he would hear just the first tone and stop whatever he was doing to come sit on my lap and sing with me. He was even on key. When he stayed at my house, we would sing together, play the African drum, and he would dance while I cooked. We would laugh until our bellies hurt.

The irony wasn't lost on me. Here I was, producing a documentary about mothers who had overcome adversity to find success, and I was suddenly facing one of my greatest adversities.

I forced myself to sit with the pain of loss

I didn't use work as anesthesia. Instead, I allowed myself to feel everything without grabbing any vices as coping mechanisms. It was painful. My nervous system wouldn't allow me to rest, and when I did sleep, I woke up thinking about King.

The grief forced me to confront a fundamental truth: I had been building my identity on things completely outside my control. I realized that only the ego would allow me to believe that tomorrow is promised to me or anyone I love.

I couldn't run from the pain. I had to use the tools I had been building through plant medicine, meditation, breathwork, and stillness to sit with it and find peace with knowing there was nothing I could have done to prevent this.

My grief helped me better understand success

Before King's death, my definition of success was entirely external. Success looked like closing deals, taking meetings, and speaking at events. It was anything that fed my ego. I was chasing vanity metrics, using achievements to mask deeper insecurities I hadn't yet faced.

But when I lost King, none of that mattered — the Forbes feature, the Napoleon Hill Foundation project, and the speaking engagements. All of it felt meaningless in the face of this devastating loss.

I started understanding that true success wasn't about external validation. It was about healing trauma, facing my shadows, and addressing my addictions.

I know for a fact that if I hadn't been doing deep inner work before this happened, I would have been completely broken. The preventive inner work I had done gave me the tools I needed to process this unimaginable loss.

I now realize that inner work before something happens is the only way to have the tools needed to process the curveballs life throws at you with full impact.

King's death revealed the most resilient part of me. The part that won't quit, even in the face of unbearable loss. He taught me that true success isn't measured in Forbes features or foundation partnerships. It's measured in our capacity to love deeply, heal authentically, and find meaning even in our darkest moments.

Every time I hear that first tone from Beautiful Chorus, I remember my grandson's voice singing with mine, perfectly on key, and I'm reminded that the most important successes in life can't be quantified on any business metric.

• This post originally appeared in the BI Today newsletter.
• You can sign up for Business Insider's daily newsletter here.

Welcome back to our Sunday edition, where we round up some of our top stories and take you inside our newsroom. Dell employees are not OK. Every year, the company conducts an engagement survey for its workers, called "Tell Dell." One metric of employee satisfaction has dropped by 50% in two years amid layoffs and its push to get workers back in the office.

On the agenda today:

• Six former federal workers spoke to BI about what life is like after being laid off by DOGE.
• Why so many law-abiding Americans are fine with committing return fraud.
• These MBAs are ditching corporate America to run unsexy small businesses.
• The freakiest aspect of the Coldplay "kiss cam" fiasco isn't a potential office affair, writes BI's Katie Notopoulos.

But first: Unpacking the new generational debate.

If this was forwarded to you, sign up here. Download Business Insider's app here.

This week's dispatch

Your ultimate guide to the 'Gen Z stare'

Millennials gave us skinny jeans and avocado toast. Gen Z? They've mastered the stare.

Yes, that stare — the blank, expressionless look from the younger generation that's been lighting up the internet lately. Is it real? A post-pandemic side effect? A silent cry for help? Or is it just how Gen Z vibes?

At Business Insider, we dove headfirst into the phenomenon, decoding the psychology, exploring what it means for careers, and examining how it plays out in the workplace.

What is it? As more of Gen Z enters the workforce, some millennials say younger workers greet customers and colleagues with wide eyes, blank expressions, and pregnant pauses. Most of the debate hinges on Gen Zers working customer service roles, like hostessing at restaurants or taking orders at coffee shops. While this could be a sign of workplace awkwardness or underdeveloped soft skills, others are pushing back and saying the trend's blame is misplaced.

Is it real? Our resident Gen Zer Amanda Yen says, "It's ironic that millennials are diagnosing their Gen Z counterparts in much the same way boomers diagnosed and pathologized them. Millennials, are you sure you're not just becoming your parents?"

The value of silence. BI's Katie Notopoulos, an older millennial, said if you're on the receiving end of the "Gen-Z stare," maybe you're the problem. "One thing I learned is that sometimes silence is the best way to handle a situation. In other words, you might say: Give 'em the 'Gen Z stare.' If someone keeps pushing, eventually you have to leave some silence hanging in the air — no more room for them to negotiate." Just don't get Katie started on how Gen Zers answer the phone!

Is screen time to blame? Psychologists and generational experts are weighing in, saying the phenomenon could have more to do with natural growing pains on a first job. There are also factors unique to Gen Z's upbringing, including how the generation has grown up in front of screens. One professor told BI that it's naive to underestimate the impact that COVID-19 shutdowns and online learning could have had on young people's development.

What do Gen Zers think? We asked several young people between the ages of 17 and 27 what they thought about the debate. A 21-year-old from Boston thinks the whole thing is overblown. A 20-year-old from the Bay Area said she sees it all the time. A 17-year-old heard from her parents that she had been inadvertently doing it.

We asked our readers if they had experienced the "Gen Z stare." The results are in, and spoiler — a majority of you have!

Life after DOGE

It's been six months since Elon Musk and the Department of Government Efficiency slashed the federal workforce in an effort to "streamline the Federal Government, eliminate unnecessary programs, and reduce bureaucratic inefficiency."

After months of being in limbo, a recent Supreme Court ruling allowed the stalled firings to proceed. In a series of conversations with BI, six former government employees spoke about their career shifts, what life is like outside government work, and more.

"I'll always be known as that."

Also read:

• 'How much longer until I break?': The emotional toll of working in the federal government right now

One box of fibs at a time

The ability to return a purchased item has become a core part of the shopping experience. Retailers say consumers are taking advantage of returns — and a recent report from Appriss Retail and Deloitte found it's costing businesses $103 billion a year.

Some consumers are committing outright fraud by shipping back empty boxes or claiming a package never arrived. Others are sending back items after months of use. The culprits are often everyday consumers, and they don't feel bad.

A nation of retail fraudsters.

Also read:

• The rise of the anti-Amazon avengers

The hot new MBA hustle

Elite millennials like Dan Schweber are quitting corporate America in favor of search funds: the practice of buying and running small businesses, also known as "mini private equity."

Plenty of these unglamorous small businesses — like carwashes, plumbing, or snowplowing — are owned by boomers looking to retire. That makes them prime for millennial MBAs like Schweber, who can, in some cases, turn them into multimillion-dollar companies.

Here's how they do it.

Cut the (kiss) cameras

You've probably heard of the viral concert "kiss cam" video that appeared to show Astronomer CEO Andy Byron embracing the company's head of HR Kristin Cabot, then springing apart once they realize they're on camera. The reaction prompted Coldplay's Chris Martin to comment, "Either they're having an affair or they're just very shy."

A potential office affair is good gossip, but BI's Katie Notopoulos thinks there's something more troubling here: the knee-jerk reaction to identify the people in the video.

Why she regrets seeing that video.

This week's quote:

"It was like being the lead investigator on your own murder."

— A millennial who was paid to catch people secretly working multiple jobs but ended up joining them.

More of this week's top reads:

• New York's tech elite give Mamdani points for "charisma" — and engaging with them at closed-door meet.
• Meet the 23-year-old investigators tasked with finding Ukraine's missing soldiers.
• Elon Musk's North Star is becoming increasingly clear.
• Amazon's Ring goes full founder mode, taking the company back to its crime-fighting roots.
• The ex-Amazon employee who's helped nearly 4,000 laid-off workers score jobs.
• Rideshare drivers use apps to help them judge whether a ride is worth it. Uber and Lyft are trying to kill some of them.
• Why Sam Altman and OpenAI are making a web browser.
• Make sure you're doing this in your job search — especially if you're early-career.

• The Minecraft generation is cashing in.

  ---

  The BI Today team: Steve Russolillo, chief news editor, in New York. Lisa Ryan, executive editor, in New York. Akin Oyedele, deputy editor, in New York. Grace Lett, editor, in Chicago. Amanda Yen, associate editor, in New York.

• Starbucks CEO Brian Niccol said Monday that the company is increasing its in-office work requirement.
• A spokesperson said the RTO order is about enhancing Starbucks' culture, not reducing head count.
• Employees told Business Insider they're worried the company's beloved people-first culture is eroding.

Employees at Starbucks' corporate headquarters who are unhappy about CEO Brian Niccol's strict return-to-office mandate are making their displeasure known.

On Friday, a flyer created by "Partners for the Preservation of Starbucks Culture, Mission, and Values" was taped inside an elevator at the corporate offices in Seattle. Featuring two photos of Niccol and a list of grievances, the flyer calls out Niccol's leadership, recent cost-cutting bonuses for executives, the RTO order, and broader changes in the work environment, a photo shows.

"Getting 'Back to Starbucks' isn't just about comfy chairs. It's about our Culture, Values, Mission, and how we treat people and the environment," it reads. "This is the wrong direction. Please stop."

It appeared several days after Niccol sent a firm message to the company's corporate workers on Monday: Come back to the office four days a week or leave.

Some "people leaders" who manage teams had their remote status eliminated, requiring them to relocate to Seattle or Toronto. According to internal communications viewed by Business Insider, Starbucks offered voluntary buyout packages of between $20,000 and $100,000, depending on title, for those who would rather leave the company.

Four Starbucks corporate employees told Business Insider they're worried the strict return-to-office mandate contributes to an erosion of the company's "partner first" culture. A Starbucks spokesperson told Business Insider that the return-to-office mandate is about enhancing the company's culture, not further reducing head count. Starbucks formally laid off 1,100 corporate workers in February.

"I think for those of us who have been around for a while, we see a culture shift happening in the organization where our public face doesn't necessarily match our private face anymore," one Starbucks veteran, who has worked for the company for nearly 20 years, told Business Insider.

The latest RTO notices surprised the corporate Starbucks workers who spoke to Business Insider, and prompted others to immediately begin looking for new roles and sharing their concerns on social media.

"As Starbucks chooses to require all people-leaders to relocate to Seattle, I am placed in a position where I must consider exploring other opportunities and would appreciate your support," Kristina Lawson, a Starbucks program manager who has been with the company for more than 18 years, wrote in a post on LinkedIn.

Lawson did not respond to a request for comment from Business Insider.

Corporate America is in the middle of a return-to-office showdown. Business Insider has reported that major companies, from Amazon to Zoom, have implemented various RTO mandates. Each company's approach has been different, with some incentivizing employees to work in-office with perks like raises, and others threatening to fire workers if they don't comply.

Business Insider's Aki Ito reported in May that some suspect that strict RTO mandates are actually a way to get employees to quit — and they may be right, because voluntary resignations remove the company's need to pay severance or health insurance, resulting in a less expensive reduction in force than traditional layoffs.

"We are reestablishing our in-office culture because we do our best work when we're together," Niccol said in a statement to BI. "We share ideas more effectively, creatively solve hard problems, and move much faster."

Niccol's statement continued: "We're driving significant change across the company while staying true to our core values. We know we're asking a lot of every partner as we work to turn the business around. And we understand that the updated in-office culture may not work for everyone."

Niccol, who joined the company from Chipotle last September, has been leading the coffee giant through a "Back to Starbucks" revitalization initiative. He is attempting to reverse slumping sales, improve the customer experience, and address problems with its mobile ordering system and long wait times.

A recent filing with the Securities and Exchange Commission shows Starbucks is offering top executives up to $6 million in stock bonuses if the company meets its cost-reduction goals by the end of fiscal 2027.

One Seattle-based Starbucks employee who has worked in corporate operations for the company for over seven years told BI that several other anonymous flyers have been posted around the building with complaints about changes Niccol is promoting, and that some employees have voiced concern in open Slack channels.

While they won't be personally affected by the RTO order, the employee said they worry about how the company will operate if some of the most passionate partners decide to leave.

"There are some remote partners that have niche knowledge and skills that will leave massive Kool-Aid man-sized holes in the wall if they decide to take the exit payment," the employee said.

Update: Jul 20, 2025 — This story has been updated to include details of other employee actions cited by a Seattle-based Starbucks employee.

Have a tip? Contact this reporter via email at Katherine Tangalakis-Lippert at [email protected] or Signal at byktl.50. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

• My dad is retired but stays busy, chaperoning events at the local high school and playing softball.
• It's not surprising to me — even before he retired, he never had just one job.
• His version of retirement has shaped my own relationship with work and hustle.

On a recent Saturday morning, my retired parents texted me, the resident family foodie, for restaurant recommendations in Raleigh, North Carolina. I don't live there, but they figured I'd know where to look. They're not on vacation, exactly — they're there for one of my dad's 60-and-over softball league tournaments.

This is just part of what retirement looks like for my dad, a retired FDNY firefighter. Rather than settling into a life of golf courses or cruise ship decks, he's just as busy now as he was when he was working — he's simply doing different things.

After more than 20 years fighting fires in New York City, with his pension secured, my dad could have easily slowed down. He could have embraced the kind of stillness most people dream about. Instead, he picks up shifts chaperoning events at our hometown high school a few times a month, everything from school dances to football games.

During his FDNY days, he spent years as captain of the department's softball team, and these days, he still hits the field for regular batting practice and travels around the country to compete in senior leagues. This is his idea of taking it easy.

It doesn't surprise me at all that he hasn't slowed down

Some people might ask: Why keep "doing" when you don't need to? But that question has never really made sense to me. My dad never had just one job. He was running into burning buildings, yes, but also running a small sunroom business he had built from the ground up while making sure he never missed my brother's hockey games or my dance recitals.

His own parents had grown up in Queens with very little and worked hard to move the family out to a house in the suburbs. I think, on some level, he felt he owed it to them to make good on that effort. The way I saw it growing up, slowing down almost felt selfish — movement wasn't just a habit, it was a way of honoring where we came from.

It's no surprise, then, that I find myself replicating that rhythm. I work full-time as the Head of Marketing at a music tech startup, which means that on evenings and weekends, I'm rarely truly "off." And, still, I pitch articles like this one, and I take on freelance clients when I can. The idea of being satisfied with just one job — even if it's a stable one — has never quite taken root in me, and that's not because I fear stillness, but because ambition has always looked like staying in motion.

Watching my dad retire taught me that effort doesn't stop being meaningful once the paycheck becomes optional; it just becomes far more personal when you're not just doing it for money. He does it because he likes being part of something that's larger than himself, whether that's in the hallways of his alma mater or trash-talking in the dugout with guys he's known for decades. There's an inherent purpose in that rhythm.

And sure, I know what the headlines say: older Americans are working longer, and it's often framed around worries about economic uncertainty, about disappearing pensions, and sometimes that is why. But, sometimes, it's a value system passed down — whether we asked for it or not.

I'll likely have a similar version of retirement

My dad's version of retirement is not about refusing to rest but rather about refusing to disappear. His life now is proof that being mentally, socially, and physically active can be its own kind of joy, that usefulness and community don't have to be casualties of aging.

He's still ordering new bats and gloves, booking travel to tournaments, and texting me for restaurant recs in whatever city he's landed in. Meanwhile, I'm working from home in San Juan, Puerto Rico, laptop open, pitching another story while practicing my Spanish and planning my next salsa class. Clearly, neither of us seems interested in sitting still.

When I think about my own future, I'm not sure I'll ever want the version of retirement where I just vanish into leisure, either. Maybe that's the gift my dad gave me: a model for what aging could look like — one where I don't lose sight of myself, but I refocus. Not a stop point, but an entirely new chapter to start — one where your time is still yours to shape in whichever way you see fit.

If I ever do retire, I hope it looks a lot like his. Full of play, purpose, and enough momentum to keep me in motion.

• Salary data suggests that sportswear giant Nike has invested in tech and product jobs as it stages a comeback plan.
• CEO Elliott Hill said Nike is focused on revitalizing its brand through culture, product, and marketing.
• Work visa data shows how much the company pays for some roles in software, design, and other tech jobs.

As Nike tries to mount a comeback and live up to its reputation as a dominant retail force, the sportswear giant appears to be investing in some tech and design jobs.

Publicly available work visa data, which companies are required to disclose to the US Department of Labor, gives an idea of how much Nike's employees bring home and some of the roles it has invested in.

Nike had about 890 open positions worldwide listed on its jobs board as of July 18.

Current CEO Elliott Hill, who rejoined the company in October, has told investors that Nike is aligning its employees to focus on five key action areas: culture, product, marketing, marketplace, and connecting with consumers on the ground in their communities.

That strategy plays into Nike's efforts to focus its marquee brands — Nike, Jordan, and Converse — on key sports such as running and basketball.

"We are in the midst of realignment at Nike," Nike said in a statement to Business Insider. The realignment and sport strategy aim to "create sharper distinction and dimension" for its brands, the company said.

Here's what some key Nike roles can earn based on data through the quarter ending in March.

The salary data includes information from Nike Inc. and some subsidiaries, such as its retail services arm and Air Manufacturing Innovation division. It reflects US-based roles and, given it's based on H1-B visa disclosures, tends to skew more tech-focused.

Data and engineering roles: Software engineers can earn more than $300,000

Software Engineer: $146,383 to $172,661 a year

Software Engineer II: $156,641 to $172,780 a year

Software Engineer III: $139,845 to $192,227 a year

Senior Director, Software Engineering: $301,378 a year

Data Engineering: $99,123 to $265,466 a year

Data Analytics: $114,600 to $163,985 a year

Design roles: Some designers make around $100,000

Materials Designer: $100,000 a year

Senior Digital Product Designer: $126,617 a year

Senior 3D Designer: $91,707 a year

Manager roles: Managers can take home more than $270,000

Senior Manager, Software Engineering: $273,156 a year

Delivery Excellence, Uniform Operations Manager: $164,439 a year

Product Manager: $154,577 to $204,753 a year

Manager, Data Engineer: $168,031 to $213,190 a year

Senior Program Manager: $147,434 a year

Supply Chain Intelligence Manager: $158,311 a year

• Dawn Choo took a 40% pay cut to pivot from finance to a tech job at Amazon.
• Choo's transition involved moving from a quant role at Bank of America to a business analyst role.
• Her career shift eventually led to her dream job at Meta, after applying around seven times.

This as-told-to essay is based on a conversation with Dawn Choo, the 34-year-old founder of Interview Master, based in Chattanooga, Tennessee. Her identity, employment history, and salary have been verified by Business Insider. This story has been edited for length and clarity.

I interned at Facebook in college, and my dream was to get a data scientist job at Instagram — but I didn't get an offer.

I took the first offer I got in college because I had interviewed so many times at so many different places. Finally, I got a finance offer from Bank of America, and I took it because I needed a job to stay in the country, even if it wasn't exactly the industry I wanted.

It was a quant role, but it wasn't very data-heavy. I did backend work, like building models to help predict if companies that took a loan from us were going to default on the loan. I was there for three and a half years, but I started applying for tech jobs about a year and a half into the job.

Again, I tried so many times. I was not the best at interviewing. I applied to about 100 places, interviewed at maybe 10, and then finally I got an Amazon offer in 2017.

I took a roughly 40% pay cut and a step back in my career

The Amazon job was for a business analyst role, and it was a really big pivot.

When I applied, I knew I was taking a step back in my career given the scope of work, but I didn't realize I would be taking a roughly 40% pay cut.

I was living in New York City in a one-bedroom with a roommate, so that 40% really made a big difference.

Despite what felt like moving backward, I could see the upsides of taking the job. Amazon's a big company, and I knew it was a step toward where I wanted to go. I had to make some adjustments, like eating at home more. But I also felt like it was a step back in my career because I suddenly stepped into a service-desk role.

I didn't love the work I did at Bank of America either, but at least I was building models and writing extensive documentation. At Amazon, I felt like I wasn't really learning much, and many times, I wondered, "Why did I take this pay cut? Why did I make this transition? Should I just go back?"

At times, it didn't feel like the right move, but I recognized that I had agency over that decision. I chose to be there, and it was a privilege for me to be able to make that choice.

Things got better

The upside of the work being very repetitive and simple was that I could automate it. The automation project started as a pet project — I randomly came up with the idea and pitched it to an executive. He loved it so much and kept pushing me to do it that eventually, I did.

I was promoted from business analyst to business intelligence engineer. What was initially my site tech project became a full-staff team of five business intelligence engineers.

I worked for Amazon for two years before getting my dream job as a data scientist at Instagram.

I interviewed at Meta so many times previously. After my internship, I applied about seven times and interviewed maybe four or five times. I almost canceled my final round of interviews because I couldn't get rejected again.

I think my experience working in tech and product changed my application. I also had a lot more leadership experience since I spearheaded a project. Plus, I matured around interviewing and presenting myself.

I worked at Instagram for about three years and three months. The office was beautiful. The people I worked with were incredible and made me feel challenged. I made a lot of good friends, and we went through COVID together. They were part of my pod.

Bets take time to pay off

For others thinking about making a career transition, I would say take the pay cut if you have to. I've always feared regret more than failure. I knew if I didn't take the Amazon job, I would be upset for not betting on myself.

It's also important to recognize that some of these bets take a long time to pay out. It took me two years, which wasn't that long, but I know other people where it took longer to get that payout.

Sometimes, even after the payout, you see other people in your situation and you think, "Wow, this person got this data science job at Facebook right out of college." So, at that point, I was about eight years older than this person doing the exact same thing. And it didn't feel great. So, maybe don't compare yourself to other people.

I will always say take the bet on yourself — and I'm doing it again. I pretty much took a 100% pay cut this time. I went from my comfy corporate job with insurance, travel perks, and stability to work for myself, and I hope the payout will come soon.

• Applying right away can boost the chances you'll hear back about a role, LinkedIn data shows.
• Responding quickly to employers can up your chances of getting an interview and a job, Indeed found.
• Career coaches told BI that your speed can signal your interest in a role.

If you're looking for a job, speed is your friend.

That's because, like in business itself, there is often a first-mover advantage for job seekers who respond quickly to open roles and overtures from employers, according to data from job sites.

Applying to a role within the first 10 minutes of getting a relevant job alert can boost your chance of hearing back by as much as four times, LinkedIn found.

Haste can also pay off throughout the process, especially when it comes to responding to those doing the hiring.

In the US, job seekers who reply to a prospective employer's message within 24 hours are 4.1 times as likely to get hired and 6.7 times as likely to get an interview, according to data Indeed shared with Business Insider.

"Speed is not just an edge, it's a signal," said Patrice Lindo, CEO of Career Nomad, a platform that helps professionals navigate career changes. "It says, 'I'm ready. I'm visible. I'm serious. I'm a decision-maker.'"

She recommends that clients apply for jobs within the first four to eight hours of seeing a posting.

"They're far more likely to be seen and even considered," Lindo told BI.

A sign of intent

The difference that speed can make matters because, for many desk workers, the pace of hiring has gone from blazing fast a few years ago to sluggish.

The overall job market remains strong, yet some companies are taking their time to hire as they try to gain insights into factors such as how tariff vacillations could affect the economy and how quickly artificial intelligence could take on certain tasks.

That's why, in this market, moving quickly isn't a sign of desperation, but rather of intent, Lindo said.

Another reason to be speedy is that once an employer has a sufficient number of résumés, they're likely to stop looking at whatever else trickles in, Susan Peppercorn, an executive and career coach, told BI.

She advises clients that, most of the time, it's not worth it to apply for a role when the number of applicants reaches 100.

Peppercorn, like Lindo, said that moving fast can send a positive signal when communicating with a would-be employer.

"Responding within 24 hours anybody can do, but responding within the first hour shows that you're really, really interested," Peppercorn said.

Doing your homework quickly

Moving fast doesn't give you a license to be sloppy, of course. It's still better to tailor your applications to each job and to include a cover letter that, at the very least, mentions the employer's name and the role you're going after.

Customizing an application while also moving fast can be challenging, but it's doable if you're prepared. Lindo likened it to how a pregnant woman might prepare a bag packed with essentials for the hospital. Translation: Have a strong résumé ready to go.

That way, it only needs small adjustments, depending on the opportunity, she said.

Peppercorn recommends limiting what you tweak to create a solid but speedy application. She said job applicants should focus on the top summary section of their résumé and, where possible, leave the other sections alone.

The edits you make to the top should incorporate some of the key words contained in the job posting, Peppercorn said.

While it's a good idea to include a cover letter, she said, the software that many employers use to collate applications often strips off that layer to focus on the résumé itself. So, Peppercorn said, a perfunctory cover letter with some modest customization might often suffice.

In any case, don't take too long. Otherwise, you risk missing out because some employers close openings within five to 10 days, Lindo said.

Even if an employer doesn't take down a listing, if you're still perfecting your résumé on day eight, "you've already missed the window," she said.

Lindo added that some employers are likely to think that applicants who move quickly would also apply that approach to the job.

"It's an indicator of how you will operate if you were to be chosen," she said.

Do you have a story to share about your job search? Contact this reporter at [email protected].

• Former Amazon principal engineer Steve Huynh says every company should replicate Amazon's culture of reading.
• On the Pragmatic Engineer podcast, Huynh said that he spent one to four hours every day reading six-page memos.
• He said meetings with a "study hall" where attendees read the memos ensured everyone was up to speed.

When Steve Huynh was a principal engineer at Amazon, meetings began with a "study hall."

Amazon had a "reading culture" even among engineers, Huynh recently told the Pragmatic Engineer podcast, speaking of his time at the tech giant. Employees frequently drafted six-page memos, he said, which they shared with the company to update progress and demonstrate new projects.

"I spent on the order of like 1-4 hours every day reading while I was a principal engineer," Huynh said. "What an amazing culture that I think that almost every other company should replicate if they could."

Huynh, who said the company's embrace of writing and reading the 6-page memos was part of its "secret sauce," said Amazon employees' writing was often constrained to the format during his tenure at the company, whether it was a business strategy, system design, or press release.

Huynh started at Amazon in 2006, only a few years after the company turned its first profit and while Jeff Bezos was at the helm. Bezos famously instilled this culture of memo-writing from the top down.

Bezos insisted on dense, direct memos in 10-point font. In his 2017 letter to shareholders, Bezos wrote that "we don't do PowerPoint," instead opting for these six-pagers. "Not surprisingly, the quality of these memos varies widely," he wrote.

Before meetings, Amazon employees read these memos together. On the Lex Fridman Podcast in 2023, Bezos explained why he didn't ask employees to read the memos in advance.

"The problem is people don't have time to do that, and they end up coming to the meeting having only skimmed the memo, or maybe not read it at all," Bezos said. "They're also bluffing like they're in college, having pretended to do the reading."

Andy Jassy, Bezos' successor and Amazon's current CEO, has worked at the company since 1997. When first pitching what would become Amazon Web Services, Jassy described writing his own memo.

"I remember this six-page narrative, we called it a vision doc. We asked for 57 people, which felt so ballsy at the time. I was so nervous, I wrote 30 drafts of this paper, and Jeff didn't blink," Jassy said in a 2017 talk to the University of Washington.

Jassy has continued the culture of memo-writing under his own leadership. In his 2024 letter to shareholders, Jassy wrote that a mere six-page allotment made the memos "much easier for the audience to engage with and ask the right 'why' questions."

"I got really really good at just reading these documents to get up to speed," Huynh said on the podcast, explaining that reading enough six-page memos taught him to express himself in the same format.

Huynh no longer works at Amazon. He left to pursue YouTube content creation full-time, as he told BI in 2024. But Huynh still reveres the company's reading culture — even if he acknowledges it may not be easily reproducible.

"The difficulty would be, you actually have to be disciplined and principled," Huynh said. His interviewer, Gergely Orosz, argued it could only be done from the top down. Huynh agreed.

• Tech entrepreneur David Heinemeier Hansson said he looks for two key things when hiring programmers.
• Hansson, the creator of Ruby on Rails, says a good cover letter is crucial for applicants.
• If you can't write a good cover letter, "you're out," he told podcaster Lex Fridman.

A cover letter might not be your top priority if you're preparing an application for a job in tech — but perhaps it should be.

That's especially true if your hiring manager happens to be David Heinemeier Hansson, the creator of Ruby on Rails, a well-known framework for building web applications, and the CTO at software firm 37signals.

In a lengthy six-hour interview with podcaster Lex Fridman published Saturday, the exec shared the two key things he looks for when hiring new computer programmers.

"Up until this point, the main pivot point for getting hired was not your résumé, was not the schooling you've had, it was not your grades, it was not your pedigree," Hansson, who is also known as DHH, said, adding that AI could now change things.

It was about how well you do two things: your cover letter and programming, he continued.

"I can only work with people remotely if they're good writers," he told Fridman. "If you can't pen a proper cover letter and can't bother to put in the effort to write it specifically for us, you're out."

He also said you had to be able to program well.

"To the degree that I can look at your code and go like, 'Yeah, I want to work with that person.' Not only do I want to work with that person, I want to work on that person's code when I have to see it again in five years to fix some damn bug."

Hansson said that applicants would have to show their skills through a programming test that "simulates the way we work for real."

"I've been surprised time and again where I thought for sure this candidate is a shoo-in, they sound just right, the CV is just right, and then you see the code getting turned in and I'm like, 'No way. No way are we hiring this person,'" he said. "The capacity to evaluate work product is a superpower when it comes to hiring."

Writing cover letters has long been a necessary evil for job candidates. Often regarded as time-consuming and repetitive, many are also put off by rumors that hiring managers simply don't read them.

But even for jobs that don't specifically ask for one, studies suggest cover letters are still an important part of the application process.

In 2023, a Resume Genius survey of 625 hiring managers across the US found that 83% said they frequently or always read cover letters. And 73% of managers at companies that did not require cover letters also said they frequently read them.

For applicants to the tech industry, the key to a successful cover letter is conveying experience with relevant technology and providing a snapshot of what you'd bring to the specific company, Thomas Vick, a senior regional director at the talent firm Robert Half, previously told Business Insider.

"What return on investment have you created for an organization?" Vick said. "What have you done in your career that has helped save a company time, energy, and money?"

• James Bascharon became a veterinarian, hoping to take over his father's business.
• When his dad had other plans, Bascharon quit his job at the family clinic to start a pet health company.
• Vetnique, which Bascharon started in his garage, was sold to a private equity firm for millions.

This as-told-to essay is based on a conversation with James Bascharon, the founder and CEO of Vetnique. It has been edited for length and clarity.

I always begin my story with my parents.

My dad is a veterinarian, and my parents immigrated to the US from Egypt with almost nothing. My father started out cleaning dog cages, and my mother — a trained pharmacist — cleaned hotel rooms.

Eventually, my dad earned his veterinary license and opened two animal hospitals. Watching him build something from the ground up inspired my deep appreciation for both animal care and entrepreneurship.

Growing up in suburban Chicago, I was the kid who always said I wanted to be a vet. But I was also inventing product ideas and brainstorming businesses before I even understood what a startup was. I was equally drawn to the white coat and the balance sheet.

When it came time to choose a path, I decided to follow the family legacy. I studied pre-vet at the University of Illinois, then took a risk and left early for veterinary school in Grenada. After completing my clinical year back in Illinois, I returned home ready to join the family practice.

But reality hit hard.

Working with my father wasn't what I'd hoped for

I thought I'd be part of growing the family business — scaling our two clinics into a larger network, maybe even becoming a national player. But my dad had other plans: He wanted me to be a vet, not a partner.

It was clear I wasn't going to get a seat at the table the way I'd imagined. So I took a second risk: I applied to two emergency vet clinics for night and weekend shifts. Despite little ER experience, I got both jobs. I needed space — professionally and emotionally — from my father's clinic. And I needed the income. At the time, new vets earned less than nurses for humans, and I had loans to pay.

Still, I wasn't satisfied.

To reclaim a sense of independence, I launched a house-call veterinary service around Chicago. It was just me and my wife, who helped out with scheduling and support. We provided high-end, in-home care, often euthanasia — helping pets pass peacefully under their favorite tree or on their family's couch.

It was fulfilling and proved I could build something myself. But it wasn't scalable, and I was exhausted, juggling three vet jobs and always on call.

That's when I began to brainstorm product ideas. I didn't sleep much that year. I thought about everything from franchising the house-call model to launching new pet supplements.

Then one day, a lightbulb went off.

I saw the same problem again and again — and realized no one was solving it

As a vet, I saw countless dogs with anal gland issues. They'd scoot across the carpet, sometimes rupture glands, and end up needing expensive surgery. The only solution we had was adding fiber to their diet — canned pumpkin or prescription food — neither of which was very effective.

One client came in frustrated. He'd been back every three weeks for months. "Is there anything else we can do?" he asked.

I didn't have a good answer, and I hated that.

So I went home and started researching. No product was on the market tailored specifically for this common condition, so that night, my idea for Glandex was born.

I created the formula myself, mixing soluble and insoluble fiber with other gut-supportive ingredients. I made the first batches in five-gallon Home Depot buckets in my basement. My wife and I packed and labeled everything by hand.

Eventually, I launched Glandex online with a tongue-in-cheek campaign: "Boot the Scoot."

It wasn't an overnight success, but early Amazon reviews called it a miracle product. That was my proof of concept. We earned two patents and built the company — Vetnique — on the idea that science-backed, vet-formulated products could fill critical gaps in pet care.

I didn't have money for major ad campaigns, so I leaned into my network. I knew that if I could get veterinarians to recommend Glandex, it would spread faster — and more credibly — than any influencer campaign.

We sold directly to consumers and through Amazon and Chewy, but I also started building distributor partnerships and exhibiting at vet conferences.

It worked. By 2015, we were in PetSmart and Petco. We expanded into grooming products, probiotics, and joint supplements. Slowly, I stopped practicing clinical vet med and went full-time at Vetnique in 2017.

I sold the company in a multimillion-dollar deal — and stayed on to grow it

In 2023, I sold Vetnique to a private equity firm, Gryphon, in a multimillion-dollar deal. I still own about 10% of the company and remain CEO. We now have over 200 employees globally, including about 55 in the US.

Since the acquisition, we've doubled in size by acquiring UK-based pet supplement brand YuMOVE, entered Walmart, and expanded to over 25 countries. Our growth continues at over 30% year over year.

Our mission is to help pets thrive for life by addressing the biggest health needs: digestive issues, joint health, allergies, dental care, and ear care. But more than that, we aim to raise the bar in pet wellness by delivering science-based, vet-developed products that solve real problems.

More than 100,000 veterinarians worldwide recommend our products, and we now support the health of over 5 million pets each year.

I never imagined the path would take me from my father's clinic to building a global company — but I'm proud of every step.

And yes, my dad is proud, too.

Do you have a unique side hustle, or has your side hustle replaced your full-time job? Email Katherine Tangalakis-Lippert at [email protected].

• Zombie funds are on the rise as private equity dealmaking and distributions slow.
• We asked recruiters about the reputational impact of working at a zombie fund.
• They suggested looking for an exit, especially if you're an investor or fundraiser.

Have you heard the news? A new contagion is turning formerly healthy private equity firms into the walking dead. It's not fungal, like in "The Last of Us," a virus, like in "28 Days Later," nor a magical reanimation like the original Haitian Vodou Zombis.

Instead, it's the result of a dealmaking slump, pickier investors, and macroeconomic conditions that have turned some private-equity firms into glorified estate sales, auctioning off their dusty holdings before closing up shop.

There are many definitions of a zombie fund — but no matter how you slice it, it can be bad for your career.

To some, a zombie fund is one that's passed its investment deadline, but is still holding onto capital to invest. Others say it's a firm that can't raise new money and is stuck managing and selling off its current portfolio. Zombie fund can also refer to a fund that has invested capital but is delaying the process of returning money to investors while it continues to collect management fees.

The phrase has picked up steam amid a multiyear lag in M&A and IPOs that has slowed private equity dealmaking and distributions to investors.

Private markets data firm PitchBook said the number of US funds that haven't made an investment in a year, despite raising money in the last six years, is up 50% from 2021 to June 2025, to 651. Internationally, they're up 40% in the same period to 1203.

We spoke to recruiters about the rise of the zombie funds and what that means for people working for them. Here is what they said.

When to run

Recruiters said employees, especially in certain roles, should start job-hunting at the first sign of zombification, though they warned that not every slowdown signals trouble.

"If they are working at a firm that has no plans to fundraise for the foreseeable future, that is usually their sign to go straight to exploring the market," Jessica Xu, head of investor relations recruiting at Selby Jennings, told Business Insider.

This is especially true for people in fundraising roles, where success means growing the firm's assets under management and building strong and deep relationships with investors.

Bill Matthews, partner at BraddockMatthewsBarrett, said it's also true for people in investment roles because a zombie fund will drag down your investment track record.

"Folks have to pick their head up and move," he said, adding, "On the investment side, you want to have a track record of doing deals and exiting deals, and if there's a zombie fund, that's not going to be the case."

Of course, fundraising has slowed across the board and isn't necessarily a death knell. It's important to differentiate between a slowdown due to market conditions and one caused by dissatisfied investors. Just make sure you're keeping busy during the slowdown, said Lisa Steele, a partner at BraddockMatthewsBarrett.

"You're maintaining relationships and keeping current LPs up to date, which is also critically important to these long-term partnerships," she said, referring to limited partners, the industry's catchphrase for fund investors.

You should also be developing new relationships, which Steele said will prove "hugely valuable when you go back to market."

How to interview

A candidate running from a zombie fund may feel tempted to hide their current situation in a bid to make the candidacy more enticing. That would be a mistake, recruiters said.

Matthews said hiring firms tend to know which of their peers are zombie funds from conversations with investors and other intermediaries.

"It's important for candidates to be as transparent as possible with potential employers about their reasons for wanting to leave their current firm, and working at a zombie fund is an understandable reason," Xu said.

The trick is to do it smartly. Recruiters warned against badmouthing the current employer or divulging confidential performance information. Focusing on personal gain is key, they said.

"Many candidates in these situations feel constrained in their ability to drive growth and create meaningful value for their investors," said Xu, adding that they are "seeking environments where they can contribute more strategically."

By focusing on how you'd benefit from moving to a better-performing fund, you come across as a good player on a bad team. And it's worth remembering that there are worse situations to be in.

"A hiring firm's biggest fear is unknowingly hiring another firm's castoff," Matthews said. "A zombie fund situation is obviously a good and valid reason why someone would want to leave."

• This post originally appeared in the BI Today newsletter.
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Welcome back to our Sunday edition, where we spotlight some of our top stories and bring you behind the scenes of our newsroom. This week, we put a big question to BI readers: Can millennial dads really have it all?

Many fathers told us they're feeling burned out trying to excel at work and be fully present at home. I get it. As a dad of two young kids, I do my best to be an active, present, and equal parenting partner. But I also see, every day, just how much of the heavy lifting my wife does.

What's your take on the millennial dad paradox? Is true balance possible—or just a myth we're still chasing? We'd love to hear from you.

On the agenda today:

• The Supreme Court won't stop DOGE cuts. The mood in DC is bleak.
• For today's elite VCs, controversy can be good for deal flow.
• How Trump's immigration crackdown is changing Wall Street.
• Federal filings reveal how much Google is paying top talent.

But first: Side hustle tips from the pros.

If this was forwarded to you, sign up here. Download Business Insider's app here.

This week's dispatch

Inside an exclusive entrepreneurs' club

Kathleen Elkins is the kind of journalist who preaches what she covers. She's been writing for years about real estate investing, e-commerce entrepreneurs, and side hustles. She has taken this coverage and put it to practical use: Last year, she started her own business selling pickleball paddles online.

Kathleen recently profiled an exclusive group of Amazon sellers making seven figures in annual revenue. (No, she's not a member — maybe one day!) I sat down with Kathleen to learn more about these entrepreneurs and how they achieved their success.

How did you find out about this niche community of thriving Amazon sellers?

A previous source who I keep in touch with is super ingrained in the Amazon seller community and suggested I talk to one of the cofounders of Million Dollar Sellers. She put us in touch, we set up an intro call, and I pretty immediately knew that I wanted to proceed with a story about the community and how one gets into the exclusive club.

What is it like to be a member of this club? How does one get into it, and what are the benefits?

The cofounder I spoke to, Eugene Khayman, told me the two biggest perks of being a member are the Facebook Group and the events. He likened them to "a family reunion, where you're actually excited to see everybody there." He knows how difficult and lonely it can feel at times to sell to faceless customers, and the in-person events help him get fired up and gain positive momentum.

What did you learn from these e-commerce sellers that might help you in your own side hustle?

After writing about e-commerce entrepreneurs for years, I decided to give it a go myself, mostly out of curiosity: Can anyone — including a journalist with some savings and a couple of free hours after work — make money selling things online? What does it really take? Turns out, a lot of time and effort. Starting a business, even as a side project, is all-consuming.

I'll leave you with two takeaways: One, I'm going to have to spend money on Amazon ads. Two, keep talking to people in the e-commerce space who know what they're doing and get curious. As Eugene told me, "It's all about putting yourself in a room with people that are smarter than you."

Fear and denial in DC

For months, mass DOGE layoffs were stalled as a legal battle between the White House and advocacy groups played out. That all changed Tuesday, when the Supreme Court announced it wouldn't stand in the way of the Trump administration.

BI spoke to 16 employees at federal agencies to gauge the reaction. Most used words like "fear," "uncertainty," "disheartening," and "bleak" to describe the mood within their agencies. Some expressed concern about their livelihoods and financial security, as well as the future of public service.

"I can't see any of this ending well."

Also read:

• What we know so far about how federal job cuts could play out

It's not just Shaun Maguire

When the Sequoia Capital partner called NYC mayoral hopeful Zohran Mamdani an "Islamist," it made national news and prompted two open letters. Instead of an apology or deleted tweet, however, Maguire only doubled down on his comments.

The saga might just mark a new era in a post-pandemic tech ecosystem. Top investors have learned they can be loud, bold, and polarizing, and it won't impact their ability to secure deals.

The venture capital "fame game."

Also read:

• Read the open letter circulating in support of the Sequoia partner who called Zohran Mamdani an 'Islamist'
• Who is Shaun Maguire, the VC partner facing backlash over his remarks about Zohran Mamdani

Trump's border policy hits Wall Street

Though the financial industry isn't the obvious target of Trump's immigration crackdown, its effects are still being felt across hiring, travel, and dealmaking.

Lawyers, executives, and business leaders told BI how Trump's border policy is changing their daily lives, from amending the language they use at the border to scrutinizing immigration compliance in M&A deals.

Wall Street as a border town.

Google salaries revealed

The search and cloud giant keeps salary data confidential. However, publicly available work visa data filed with the US Labor Department offers a glimpse of how much it pays certain roles.

Google has hired thousands of software engineers through this process. The data shows they can command salaries as high as $340,000 before equity and bonuses.

See how much key roles make.

This week's quote:

"She always made it clear she would walk away when the time was right. She made enough money that she doesn't need to work."

— Linda Yaccarino's friend on Yaccarino leaving her CEO role at X.

More of this week's top reads:

• Big Four internship season is in full swing. Here's how to get through the door at KPMG, according to three current interns.
• Grok, the AI chatbot from Elon Musk's xAI, explained.
• Companies have plans for extreme weather and workplace violence. Now, some are planning for ICE raids, too.
• Is your chatbot judging you? How Big Tech is cracking down on 'preachy' AI.
• Law firms' new competition is small, fast, cheap, and AI-driven — and it's not a law firm at all.
• These are the most popular AI coding tools among engineers.

• Twitter CEO Linda Yaccarino couldn't turn Elon Musk's business around — because of Elon Musk.

  ---

  The BI Today team: Steve Russolillo, chief news editor, in New York. Lisa Ryan, executive editor, in New York. Akin Oyedele, deputy editor, in New York. Grace Lett, editor, in Chicago. Amanda Yen, associate editor, in New York.

• The New York Fed analyzed the mid-career wages of college graduates with a bachelor's degree.
• Graduates aged 35 to 45 in 19 areas of study had a median wage of at least $100,000 a year. 
• Ten of those 19 college majors were related to engineering.

When undergraduate college students choose their majors, there can be several factors that go into their decisions.

But if maximizing one's future earnings is high on their priority list, some areas of study have a better track record than others.

A New York Fed analysis of 2023 American Community Survey data found that college graduates who majored in one of 19 areas of study had a median mid-career wage of at least $100,000 a year. The New York Fed defined mid-career as people between the ages of 35 and 45. The analysis of 73 majors and groups of study only included people with a bachelor's degree — no additional graduate school education — and used what's noted as people's first major.

One general area of study accounted for 10 of the 19 spots: engineering.

Aerospace engineering majors had the top median mid-career wage of $125,000, per the analysis. Three other engineering fields followed behind — computer, chemical, and electrical.

Jaison Abel, the head of microeconomics at the New York Fed, told Business Insider that engineering is a great example of the type of college major that has the quantitative skills businesses tend to want.

"There is a bit of a premium on the demand side, and also these are relatively challenging majors to get through," Abel said. "When you've got quite a bit of demand for the skills and not as much supply of the types of people who are coming in, that's going to make wages overall go up and be high."

Computer science, economics, and finance were the three non-engineering majors with the highest mid-career median wages. Across all the majors analyzed, the median mid-career wage was $83,000 a year.

While the prospect of high mid-career earnings is likely attractive to many students, this appeal hinges on actually landing a job in their field of study — a feat that has become increasingly difficult for some college graduates.

A New York Fed analysis of unemployment data showed 5.8% of recent college graduates in the labor force between the ages of 22 and 27 were unemployed in March, up from 3.9% in October 2022. Absent the pandemic-related spike and its recovery over the next year, that's the highest rate since 2013.

Student loans and the cost of college may affect how a degree is valued

As college tuition rates have risen in recent decades, many Americans have taken on a considerable amount of student debt. In 2024 dollars, the average price for tuition and fees at private nonprofit, four-year schools has increased 30% from the 2004-05 academic year to $43,350 for the 2024-25 academic year. Public, four-year in-state schools are much cheaper, but their average cost has also climbed during that timeframe. Housing and food expenses make the cost of school even higher.

The average American consumer with student loans had a debt balance of about $35,000 as of the third quarter of last year, per Experian data. That's a decline from the average in the third quarter of 2023.

This changing landscape has caused some people to question whether college is a worthwhile investment. In response to these concerns, some high school graduates have gone straight to the workforce, while others have opted for alternative paths, like community college or trade schools.

Not all job openings require someone to have a particular level of education. However, sometimes a college degree is preferred for a job seeker. Automaker Stellantis said in a previous statement that "most non-bargaining unit positions (salaried) require an associate's or bachelor's degree," but also noted that "for some positions, a degree might be a preferred qualification which would open those up to people who can demonstrate proficiency in other ways."

College graduates who majored in early childhood education had the lowest median mid-career wage, at $49,000 a year. Other types of education majors had relatively low mid-career median wages, such as secondary education.

• Jacob Frehling co-owns Maude's Coffee and Clothes, which is a short drive from the Sun Valley Lodge.
• When billionaires come visit for an annual conference, his sales dip during a normally busy time.
• Frehling grew up in the area and said he's never met a local who is excited about the conference.

This as-told-to essay is based on a conversation with Jacob Frehling, the co-owner of Maude's Coffee and Clothes in Ketchum, Idaho, about a six-minute drive from the Sun Valley Lodge. It's been edited for length and clarity. Business Insider has seen sales data from last year that indicate Maude's saw a drop in transactions during Sun Valley week compared to the week immediately after in July. Representatives for the Allen & Company Sun Valley conference did not respond to a request for comment from BI.

I've lived in Sun Valley, Idaho, practically my entire life. My family has been pretty dug into the community for a long time — my mom owns a clothing store, my cousins have a restaurant, and my dad used to run a restaurant, too. About eight years ago, my wife and I opened our own business: Maude's Coffee and Clothes, a café and vintage shop.

Allen & Company's Sun Valley Conference has been around since I was a kid. When I was a teenager, I remember some of my friends getting hired as nannies or to develop photos, and I was jealous of their opportunity to make an easy chunk of money. Now, though, my perspective on the whole thing is a little different.

We have an incredible local following at Maude's, but this whole area is a visitor's economy. Practically everyone in the retail and service industries relies on tourists. When the billionaires fly into the area every July, they go straight to the Sun Valley Lodge just outside the heart of Ketchum to have a catered experience. Most of their dollars don't flow back into town, unless they're booking out a restaurant.

This is usually the busiest time of year for my business. But when the conference comes, guests rent out tons of rooms and book all the fishing guides, outdoor adventures, and restaurants. Other tourists can't really visit the area that week. The Sun Valley Lodge is big; that's hundreds of people who aren't there and aren't circulating their dollars in local stores.

It's not a zero-sum game, but my number of sales drops at least a bit every year. The billionaires at the conference throw a weird wrench in the cog of the summer economy, stepping on the brakes for regular people during what should be a very, very, very busy time.

That's not to say it's all bad. I'm sure the conference is great if you're directly involved, but many locals I know aren't. I've gotten to know some members of the billionaire entourage, like dancers and bodyguards, who come each year. They're great, and I actually always look forward to seeing them.

Overall, though, I wish I could leave town during Allen & Co. week, but someone has to run Maude's. I'm born and raised here, and I've never met a single person who is from this place that's happy when the jets touch down.

• Jaylyn Jones landed over 12 interviews without tailoring her résumé for ATS scanners.
• Jones, a recruiter, emphasizes showcasing job competence over keyword stuffing in résumés.
• She shared which advice she found least helpful when she submitted her résumé through the scanner.

This as-told-to essay is based on a conversation with Jaylyn Jones, a 32-year-old recruiter based in Pittsburgh. It's been edited for length and clarity.

One of the biggest job-seeking myths I've heard is that aggressive Applicant Tracking System (ATS) scanners will filter out applicants whose applications are formatted a specific way. That's just not the case.

I've been a recruiter for three years, and about a year ago, I started hunting for a new role. When I was applying for new recruiting jobs in 2024, I took my personal experience using ATS systems into account and proved that I didn't need to tailor my résumé for ATS scanners to land a position.

Here's how I formatted my résumé to stand out among the rest.

I've used ATS scanners to recruit people for jobs

My first recruiting job was at JP Morgan from 2021 to 2024, in which I used Greenhouse, a popular ATS system, to help streamline the recruiting process.

Greenhouse rejected or flagged candidates based on straightforward questions like "Are you over the age of 18?" and "Are you authorized to work in the US?" However, no applicants were filtered out by keywords or formatting. If 1,000 people applied, I saw 1,000 applications.

I could manually search for keywords if I wanted to look for someone with specific experience, but that didn't get rid of applications that lacked that keyword.

On my résumé, I focused less on keywords and more on showing my ability to do the job

I went bullet-by-bullet on every job description and made sure there was something on my résumé that showed my competence in that area.

When reviewing my résumé, I'd simply ask myself, "Would a reasonable person look at what I have on my résumé and say, "Yes, they can do this job?" My strategy worked; I got interviewed by over 12 companies, and I got hired to recruit at a tech company in less than three months.

In my current role, I receive a lot of résumés that are filled with a page worth of keyword fodder before getting to actual experience. Once it reaches the experience section, that part is just as filled with buzzwords. When I see a résumé like this, it's not a red flag. I see it as somebody who has not been given the information and tools to be successful.

Jobscan gave my résumé a failing score

Recently, I plugged the résumé that landed me my most recent job into Jobscan, an online résumé scanner that ranks how strong a résumé is, just to see what the platform would say.

The biggest critique I received was that I was missing keywords. For example, the scanner said something like "the job description says the word "recruiting" 13 times, but your résumé only says it twice." Then it prompted me to add the keyword more times.

It was also very particular about language, such as bumping my score down for saying I was a "campus recruiter" at JP Morgan instead of a "university recruiter." It gave my résumé a 16% score.

As a recruiter, I honestly didn't see any tips from the résumé scanner that would be useful for a job seeker. If anything, it can be harmful to an applicant's success if they're more caught up in using the word "evaluate" than actually citing their experience evaluating.

My biggest tip is to focus on providing evidence over keywords

So many job seekers are having such a difficult time in this market, and they're doing everything they can possibly think of to be more successful, but if you're going to use AI, don't be sloppy.

A common ChatGPT prompt that job seekers might use is "Tailor my résumé to this job." AI often responds to this by shoehorning keywords from the job description into haphazard bullet points. Using keywords isn't helpful without proper context.

I prefer uploading the job description and using the prompt "analyze my résumé for any gaps in skills or qualifications based on this job description, and make suggestions about what to change." This might cue you to add any missing skills that the job post is looking for.

The right prompt allows job seekers to own their experience, not just blindly trust ChatGPT. This helped me during my job search.

Editor's note — A representative from Jobscan sent the following comment to BI : "A Jobscan Match Rate isn't a grade on your career; it's a risk assessment against a frustrating system. A low score doesn't mean you're unqualified; it means you're at high risk of being invisible to the automated or manual filters that 88% of employers admit will vet out good candidates. Based on third-party research and our own surveys and conversations with job seekers and recruiters, Jaylyn's job search experience is certainly an exception to the rule."

If you are professional with helpful résumé tips you'd like to share, please email the editor, Manseen Logan, at [email protected].