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Tag: talent

  • How leaders like Jamie Dimon and Microsoft president Brad Smith are trying to ease employee anxiety about AI | Fortune

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    Good morning. As artificial intelligence reshapes how people work, some business leaders are betting less on replacing employees—and more on helping them adapt to the technology.

    Jamie Dimon, CEO of JPMorgan Chase, the U.S.’s largest bank, has emerged as one of the most vocal executives urging caution about AI’s impact on jobs. Dimon expects to employ fewer workers in the next five years, but he warned that rushing into AI-driven layoffs without safeguards could backfire, potentially triggering “civil unrest,” he said recently while speaking at the World Economic Forum meeting in Davos, Switzerland, Fortune reported.

    Dimon said he would even welcome government bans on replacing large numbers of workers with AI if that were necessary to “save society.” He also insisted that companies must plan for the human consequences of automation. “I have a plan to retrain people, relocate people, income-assist people,” Dimon said of the 300,000-plus employees on his payroll.

    Regarding the AI boom set to take hold in enterprises, there is significant computing power needed to underpin it all. For more on that topic, I recommend a Fortune feature by my colleague Sharon Goldman, “At the edges of the AI data center boom, rural America is up against Silicon Valley billions.”

    Building a future where AI uplifts human talent

    Dimon is not alone in calling for AI strategies that put people at the center. Also in Davos, Microsoft President Brad Smith took on what he described as a defining question for leaders during a Harvard Business Review executive panel session: “Can technology be a platform that enables people to get better?” He framed the future of work as a race between humans and machines. “If we’re just going to say today, ‘the best we are today is the best we’re ever going to be,’ then computers will outpace us,” he said.

    Smith argued that the outcome changes if each advance in AI is used to upgrade human capability rather than replace it. If workers can use smarter machines to get better at their jobs, he suggested, then in many areas “machines will never catch up.” “You talk about leadership,” he added. “Are we not going to use, as employers and as leaders, technology as tools to help our employees get better themselves?”

    Those questions are becoming more urgent as AI moves from experimentation to everyday use. This year, AI is shifting from the pilot and testing phase to enterprise-wide scaling as worker access to AI tools expands, according to Deloitte’s State of AI in the Enterprise 2026 report. Surveyed companies have broadened worker access to AI by around 50% in just one year. While only about one-quarter of respondents said their organizations have moved 40% or more of their AI experiments into production so far, more than half expect to reach that level in the next three to six months.

    Yet the report also highlights a gap that connects directly to the concerns raised in Davos. Insufficient worker skills are cited as the biggest barrier to integrating AI into the business, even as fewer than half of companies are making significant changes to their talent strategies. For leaders like Dimon and Smith, the message is clear: the real test of AI leadership may be less about how quickly companies adopt new tools and more about how effectively they help their people keep up.

    Sheryl Estrada
    sheryl.estrada@fortune.com

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    Bénédicte de Bonnechose was appointed CFO of the Michelin Group, effective June 1. She will succeed Yves Chapot. A member of the Michelin Executive Committee since Jan. 1, 2021, Bonnechose currently supervises the Urban and Long-Distance Transportation Business lines, as well as the European region. She joined the Michelin Group in April 2019 as deputy group CFO. 

    Dan Karpel was appointed interim CFO of Caleres (NYSE: CAL), a portfolio of consumer-driven footwear brands, effective immediately. Karpel also serves as the company’s SVP and chief accounting officer. He succeeds Jack Calandra, who is leaving Caleres at the end of the month to pursue other opportunities. His departure is not related to any disagreement with the company. The company started an external search for a permanent successor.

    Big Deal

    Organizational AI adoption has not changed meaningfully from the previous quarter, according to a new Gallup report. In Q4 2025, 38% of U.S. employees said their organization has integrated AI technology to improve productivity, efficiency and quality, while 41% said their organization has not implemented AI tools and 21% said they don’t know. These results are similar to Q3 figures. 

    Gallup reports that employees in technology, finance and higher education show the highest levels of AI use, especially compared with employees in retail, manufacturing and health care.

    However, the report also finds that employees who already use AI at work did so slightly more often in the fourth quarter of 2025 than in the prior quarter, continuing a gradual increase since 2023. The share of employees who use AI daily has grown from 10% to 12%, and frequent use—defined as engaging with AI at work at least a few times a week—has edged up three points to 26%.

    Courtesy of Gallup

    Going deeper

    “Minnesota-based CEOs, including Fortune 500 bosses, call for ‘immediate de-escalation of tensions’ after fatal shooting” is a Fortune article by Jason Ma.

    In an open letter Sunday from the Minnesota Chamber of Commerce, more than 60 CEOs said the business community has been working behind the scenes with officials for several weeks. 

    “With yesterday’s tragic news, we are calling for an immediate de-escalation of tensions and for state, local and federal officials to work together to find real solutions,” CEOs state in the letter. 

    Overheard

    “Retailers did not ask to be put into the middle of America’s political and legal fight over immigration. But they are being drafted nonetheless, and need to scream these facts loudly from the mountaintops to de-escalate a worsening situation.”

    —Jeffrey Sonnenfeld, professor and founder of the Yale Chief Executive Leadership Institute, and Steven Tian, a research director at the institute, and a former analyst for Rockefeller Capital Management, write in a Fortune opinion piece.

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    Sheryl Estrada

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  • Why Jollibee is turning to a U.S. IPO to fuel global growth | Fortune

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    Good morning. Chickenjoy—its crispy, juicy fried chicken—and Jolly Spaghetti are signature menu items at Jollibee, a Filipino fast-food chain that is building a growing fan base in the U.S. Now, the company is setting its sights on Wall Street. 

    The Philippines-based Jollibee Foods Corporation (JFC), the restaurant’s parent company, disclosed earlier this month that it plans to spin off its international operations and pursue a U.S. initial public offering for that business. The contemplated spin-off and listing are targeted for late 2027, leaving “quite a bit of time ahead of us for the work to be done,” Jollibee Global CFO Richard Shin said during a Jan. 14 media roundtable.

    JFC, which includes restaurant brands such as Smashburger and The Coffee Bean & Tea Leaf, is currently traded as a single group on the Philippine Stock Exchange and operates in 33 countries. Over the past 15 quarters, JFC’s international network has posted a 26.7% compound annual growth rate, outpacing the group’s overall 15.1% rate of expansion. The separation reflects increasingly distinct strategic profiles for the domestic and international businesses, Shin said.

    In March 2025, Jollibee launched its first U.S. franchising program. After opening its first North American location in 1998 in Daly City, California, the brand has since expanded to more than 100 locations across the U.S. and Canada as of early 2026.

    Why go the route of a U.S. IPO? “I think there’s a fact that we can all agree on: the U.S. capital markets have deep investor-based experience in valuing global consumer and restaurant growth companies,” Shin said on the call.

    Many such companies are still growing into their potential yet are often rewarded with higher multiples and valuations, he said. While that outcome is not guaranteed for JFC, a U.S. listing offers greater capital depth, liquidity, and broader analyst coverage, with any final decision subject to valuation and required approvals, he added.

    The IPO market in the U.S. is heating up again, Fortune’s Jeff John Roberts writes in a new feature article. “While 2026 will almost certainly not match the banner year of 1999, which saw 476 companies go public, investors should have far more choices than they did four years ago, when just 38 firms held an IPO,” he writes.

    Shin also framed the separation of JFC in terms of simplifying how investors assess the corporation, noting the group includes businesses at different stages of their life cycles, with varying returns and opportunities. Distinct domestic and international entities, he suggested, could offer investors clearer, more targeted investment options as the strategic profiles of the two segments continue to diverge.

    Reasons for pursuing the separation include improved transparency, discipline in capital allocation, execution against the growth strategy, and the ability to attract an investor base aligned with the risk–return profile of each business rather than being judged solely on short-term financial metrics, he said.

    “The transaction is aligned with the Jollibee Group’s long-term value creation strategy,” Shin said.

    With its eyes on Wall Street, Jollibee is betting that global taste and investor appetite will be on its side.

    Sheryl Estrada
    sheryl.estrada@fortune.com

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    Helen Cai was appointed senior executive vice president and CFO of Barrick Mining Corporation (NYSE: B), effective March 1, following the departure of long-serving finance chief Graham Shuttleworth, who will be leaving the company after its year-end results. Cai has served on Barrick’s board since November 2021 and brings more than 20 years of experience in equity research, corporate finance, capital markets, and M&A at firms across the mining, industrial, and technology sectors, primarily with Goldman Sachs and China International Capital Corporation.

    Meredith Peck was named CFO of Zekelman Industries, the largest independent steel pipe and tube manufacturer in North America. Peck succeeds Mike Graham, who will retire on May 15 following a planned transition period. She brings more than 20 years of financial leadership experience to Zekelman Industries and most recently served as CFO for COTSWORKS, Inc., after earlier roles as the company’s controller and then vice president of finance and administration. Earlier in her career, Peck held senior leadership roles at KeyBank and began her career in public accounting at PwC, and she is also a former U.S. Coast Guard officer.

    Big Deal

    In a blog post on Sunday, OpenAI CFO Sarah Friar provided an update on the tech giant, including its revenue. In 2023, revenue reached $2 billion in annual recurring revenue; it rose to $6 billion in 2024 and jumped to more than $20 billion in 2025.​

    This revenue growth closely tracked an expansion in computing capacity. OpenAI’s computing capacity rose from 0.2 gigawatts (GW) in 2023 to 0.6 GW in 2024 and about 1.9 GW in 2025.​

    Friar writes: “Compute is the scarcest resource in AI. Three years ago, we relied on a single compute provider. Today, we are working with providers across a diversified ecosystem. That shift gives us resilience and, critically, compute certainty.”​

    In an accompanying LinkedIn post, Friar said that from a finance perspective, demand is real and growing at rates never seen by any company previously, and that customers are paying in proportion to the value delivered. She added that capital is being deployed deliberately into the constraints that actually matter, especially compute. 

    Going deeper

    ACCA (the Association of Chartered Certified Accountants) and IMA (Institute of Management Accountants) have published a Global Economic Conditions Survey, based on the results of their Q4 2025 poll. Members from around the world share their views on the macroeconomic environment. 

    Confidence among CFOs improved somewhat, but remained below its historic average, and the key indicators point to caution at their firms, according to the findings. Accountants flagged economic pressure, cyber disruption, and geopolitical uncertainty as the top risk priorities, underscoring that risks are increasingly complex and interlinked. 

    “Accountants remain cautious entering 2026, amid a highly uncertain global backdrop,” Jonathan Ashworth, chief economist of ACCA, said in a statement. “The global economy performed better than expected in 2025 and looks set to remain resilient in 2026 amid recent monetary easing by central banks, stock market gains, supportive fiscal policies in key countries, and the ongoing global AI boom.” However, there remains significant uncertainty, amid a wide range of risks, “not least on the geopolitical front, which are more heavily skewed to the downside,” he said.

    Overheard

    “We are entering an IPO ‘mega‑cycle’ that we expect will be defined by unprecedented deal volume and IPO sizes.” 

    —Goldman Sachs’ global co-head of investment banking, Kim Posnett, recently told Fortune. Posnett discussed how she sees the current business environment and the most significant developments in 2026 in terms of AI, the IPO market, and M&A activity. Posnett, named among the leaders on Fortune’s Most Powerful Women list, is one of the bank’s top dealmakers and also serves as vice chair of the Firmwide Client Franchise Committee and as a member of the Management Committee.

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    Sheryl Estrada

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  • 2026 PREVIEW: These are the rising New York stars of stage and screen to watch this new year – amNewYork

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    As New York City continues its relentless march of cultural innovation, a new wave of artists, comedians, and performers is set to emerge in 2026.

    From budding comedians to established visual artists, these are the creatives and projects New Yorkers should keep on their radar this year. 

    A 2026 preview

    Corey Bonalewicz

    Corey Bonalewicz, known by his stage name, Corey B., stands out by crafting comedy that he says resonates with the modern New Yorker’s fast-paced, skeptical and discerning sensibility. His humor often reflects the chaos of urban life—family, relationships, parenting—and the authenticity that New Yorkers crave.

    “I bridge the gap between digital and live comedy in a way that feels seamless and intentional. I didn’t just “go viral”—I built a community,” he told amNewYork. “I’m a storyteller first, a comedian second, and a performer always—whether I’m on a stage in NYC or reaching millions on their phones.”

    Bonalewicz is known for seamlessly bridging the gap between digital virality and live performance. His social media presence is built on storytelling grounded in truth, timing and perspective. Corey emphasizes community-building throughout his work, ensuring his comedy isn’t just fleeting but enduring.

    “My comedy and energy blends observational humor with real-life storytelling that reflects modern New York: family, relationships, parenting, life and the chaos that comes with all of it. New Yorkers don’t need more noise—they want authenticity, and that’s what I bring every time,” he said. 

    The new year promises a substantial year for Corey as he continues touring nationally, expanding his NYC stand-up shows and developing longer-form projects, including stand-up specials and scripted comedy. His goal is to craft work that outlasts fleeting trends, resonating with audiences in the long term.

    “The end goal isn’t just to be successful—it’s to create comedy that has longevity, evolve into film and television, and build something meaningful that outlives algorithms,” he said. 

    Casey Balsham 

    woman with long hair and a beige shirt

    Casey Balsham’s sharp wit and relatable humor about womanhood, parenthood and the messiness of life make her a must-watch in 2026. Her viral joke “Childbirth = Women’s Super Bowl” has over 10 million views, making her a voice for millennial women navigating the chaos.

    Balsham unapologetically champions the female experience. Her honesty and humor create a space where women—and anyone who relates—feel seen and heard.

    “I want to scream about the things women go through and what it feels like right now to be a woman.  I want to be the voice of the millennial girlie. The 40-something who has no savings account, smokes the occasional cigarette, and doesn’t quite have it figured out yet. I want to be a beacon of light to the messy mommies who definitely allow screen time and sugar and are too tired to gentle parent,” Balsham told amNewYork. “I will stand out to them because I am them and them is me.”

    Her stand-up offers laughs and healing, often drawing from her own IVF journey, which she explores in her solo show *Inconceivable* which will hit City Winery in March.

    Casey’s path to comedy was unconventional—she admits she got into stand-up after a night of cheap wine and a dare in college. Her goal? To keep doing what she loves, making enough money to enjoy good wine and gigs on her terms. 

    Annabelle Dinda

    Annabelle Dinda is a singer-songwriter based in New York whose catchy, emotionally honest songs have taken TikTok by storm. Her viral hit “The Hand” captured millions of viewers and established her as a fresh voice in the music scene. Dinda’s music combines vulnerable lyrics with good melodies, making her a favorite among Gen Z audiences.

    Dinda’s ability to craft relatable, heartfelt songs that resonate with younger audiences has already gained her a dedicated fanbase. As she continues to develop her sound and release new material, her influence is makes her one of the city’s most promising emerging artists. In 2026, look out for more of Dinda’s work, which promises to showcase her evolving artistry beyond TikTok clips.

    TaTa Sherise

    woman with dark hair and multi-colored shirt

    TaTa Sherise’s raw, high-energy comedy reflects her lived experience as a Black woman navigating life in New York. Sherise’s comedy is rooted in her authenticity.

    Her physicality and theatricality, combined with her ability to tackle uncomfortable truths humorously, make her performances unforgettable. She’s known for her role as the first Black woman to win Philly’s Phunniest and her appearances on “The Drew Barrymore Show” and Facebook’s “Mastery of Comedy.”

    “I bring heart, resilience, and humor shaped by real life. My storytelling cuts across cultures and backgrounds, and my comedy finds common ground in a city where everyone comes from somewhere else,” she said. “I tell stories people recognize themselves in. If I can make New Yorkers laugh, I can make anyone laugh.” 

    Sherise announces she’ll be filming new roles in 2026, including a lead in an independent film and a project debuting on Netflix. She’s also launching digital series like “Big Girl Small World”, documenting her weight loss journey with humor. 

    “I say the things people are thinking, including the uncomfortable things, with intention and a touch of shock value—without alienating the room. No group is off-limits, but my comedy brings people together rather than pushing them apart,” she told amNewYork. 

    Though her comedy was born from personal hardship — loss, heartbreak, and resilience — Sherise aims to become a household name, creating work that not only makes people laugh but also helps them see their own strength reflected on stage.

     Stephen Brower 

    smiling man wearing a blue shirt

    Stephen Brower’s versatility as a Broadway actor and comedian makes him a true Renaissance figure. His recent appearance in “Lempicka” and starring roles in touring productions showcase his range and his social media presence, with over 400K followers, amplifies his influence.

    Brower’s background in musical theater combined with his stand-up comedy creates a unique blend of performance styles. His online content is sharp, funny, and relatable, making him a multi-platform star.

    This year, Stephen will star in more stage productions and expand his digital footprint with new comedy videos and sketches.

    Walter Masterson

    man wearing glasses and a suit

    Walter Masterson’s satirical man-on-the-street interviews and viral videos have made him an influential voice in political satire and social commentary. His appearances at SXSW and features in The Wall Street Journal underscore his relevance. His fearless approach—questioning power and exposing truths—resonates in a city like New York, where satire is part of the fabric of political discourse.

    Alaire Thomas

    woman wearing white shirt

    With over 2 million followers across platforms, Alaire Thomas’ comedic insights into her life, relationships, and social observations make her a rising star in the NYC scene.

    “I bring people into my world through my stories, making them feel like they’re living the moment with me,” they told amNewYork. “I’m not just delivering jokes, I’m performing experiences, full of personality and movement, so audiences connect emotionally as well as laugh. My enthusiasm is contagious, and I use it to turn everyday observations into something relatable, memorable, and fun.”

    Her debut comedy tour is highly anticipated, and her relatable, heartfelt humor promises to connect with diverse audiences.

    ‘Proof’ with Ayo Edebiri and Don Cheadle

    Broadway’s “Proof” is making a triumphant return with a fresh cast led by Emmy Winner Ayo Edebiri and Golden Globe Winner Don Cheadle. Directed by Tony winner Thomas Kail, this revival reimagines the Pulitzer-winning story of brilliance, inheritance, and self-discovery. Edebiri’s portrayal of Catherine, the brilliant daughter of a mathematician, explores the weight of legacy and the struggle for independence, while Cheadle’s role as her father adds depth and gravitas. The show has garnered rave reviews for its emotional power and stellar performances. It’s poised to be a highlight of the theater season.

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    Jada Camille

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  • How AI is redefining finance leadership: ‘There has never been a more exciting time to be a CFO’ | Fortune

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    Good morning. This year has shown that AI isn’t just a buzzword anymore—it’s redefining finance. 

    In covering AI, I’ve spoken with CFOs across industries who are focused on value creation and developing real-world use cases for AI to reshape everything from forecasting and financial planning to strategic decision-making. As data moves faster than ever, finance leaders are asking a new question: not what AI could do, but how it can truly transform the enterprise. I’ve also talked with industry experts and researchers about topics ranging from the ROI of AI to “prompt-a-thons” and debates over whether AI will turn CFOs into chief capital officers.

    Finance chiefs are signaling the next big evolution—2026 will be the year of enterprise-scale AI. Pilot programs and proofs of concept are giving way to avenues for full-scale deployment as CFOs expect AI to deliver measurable value: faster decisions, leaner operations, and predictive insights that can provide a competitive edge. However, that level of transformation comes with new demands—governance, data integrity, and human oversight matter more than ever.

    I recently asked finance chiefs from leading companies how they expect AI to redefine what it means to lead in finance. For instance, Zane Rowe, CFO at Workday, told me: “There has never been a more exciting time to be a CFO with AI unlocking new opportunities for value creation through unprecedented data and insights. Most of the focus has been on experimentation and discovering the art of the possible, but this year, leaders will shift from ‘What can AI do?’ to ‘How do we build the foundation for scale?’ They will manage a more nuanced AI portfolio that balances launching pilots with rolling out proven solutions, and they will prioritize the unglamorous but critical work of data governance, process redesign, and maintenance of new technologies. Success in 2026 will be defined by how we mature our AI strategy to ensure it is both agile, durable, and enterprise-grade.”

    Shifting from the perspective of a major tech company to a beauty and cosmetics leader, Mandy Fields, CFO at e.l.f. Beauty offered this prediction: “From where a CFO sits, AI simultaneously helps broaden our view to get a better macro picture and can help put a sharper focus on very specific points of interest. e.l.f. Beauty is growing globally, and AI has visibility across it all. Going into next year, we’ll continue to explore how we best leverage AI in finance to lean into its strengths. It’s a pretty similar approach to our high-performance teamwork culture in which we encourage the team to pursue and thrive in the areas where they have expertise, learn continuously and move at e.l.f. speed.”

    You can read more insights from over a dozen CFOs on how AI will shape finance in 2026 in my complete article here.

    This is the final CFO Daily of 2025. The next issue will land in your inbox on Jan. 5. Thank you for your readership—and wishing you a wonderful holiday season. See you in 2026!

    Sheryl Estrada
    sheryl.estrada@fortune.com

    This story was originally featured on Fortune.com

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  • AI is reshaping banking—but not causing a jobs wipeout | Fortune

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    Good morning. An AI-fueled takeover of finance jobs doesn’t appear imminent, experts say.

    My Fortune colleague Emma Burleigh takes a deep dive into this topic in her new report, “Is AI really killing finance and banking jobs? Experts say Wall Street’s layoffs may be more hype than takeover—for now.” For example, despite Wall Street’s headline-grabbing layoffs this year, overall headcount across banking and finance has remained relatively stable.

    “I think the general [headcount] trend in the banking industry over the last decade is stable to slightly declining,” Pim Hilbers, a managing director working with banking and talent at BCG, told Burleigh. “I don’t see that changing anytime soon. That doesn’t mean that everybody just stays in their job for life. I think we see a lot more mobility than we saw in the past.”

    Burleigh writes about the banking sector: “So far, America’s largest financial institutions haven’t been making deep workforce cuts. Bank of America employed just four fewer workers at the end of the third quarter this year, compared to 2024. In that same time period, JPMorgan saw its headcount climb by 2,000 employees, and more than a third of the new staffers were brought onto corporate operations. Even Goldman Sachs, which implemented multiple rounds of layoffs this year, employed 48,300 this September—around 1,800 staffers higher than the year before.

    “Banks aren’t ready to shed staffers just yet; experts tell Fortune they’re pulling back on headcount growth for as long as possible, leaning on AI efficiency gains until they’re forced to add more humans to payroll. They predict this sluggish period of hiring could last for years.” Although AI isn’t replacing bankers just yet, there could be trouble on the horizon for marketers and accountants. You can read the complete report here. 

    Regarding banking, AI is also reshaping competitive advantage, a recent BCG report finds. Predictive, generative, and agentic AI are redefining the foundations of scale, efficiency, and customer experience. Banks must anchor AI strategy in business strategy. And “winning institutions” focus on where AI will deliver real returns, not just on deploying more technology, according to BCG.

    Sheryl Estrada
    sheryl.estrada@fortune.com

    This story was originally featured on Fortune.com

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    Sheryl Estrada

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  • Want to Learn ‘Anything You Want’? Neuroscience Says 7 Sessions Is All It Takes

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    Maybe you think you don’t possess the talent for finance. For design. For programming. For learning any skill you want to possess.

    That may be because you confuse talent with skill. According to HubSpot co-founder Dharmesh Shah:

    • Talent is the rate at which you can acquire a particular skill, while
    • Skill is something that’s learnable

    Here’s an example. Compared to my wife, to whom any computation seems to come intuitively, I have zero talent for math. One day I was struggling to determine the correct angle to set a miter saw for cutting baseboards with unusual angles. She thought for a second, worked it out, and came up with the equation: 180 minus measured angle divided by 2. Boom: perfect cuts.

    She’s always been better at math than most people. She acquired her math skills more easily than people like me. That doesn’t mean I can’t get there, though; it just seems to take me longer.

    Why “seems”? The difference lies in our starting points.

    According to a study titled “An Astonishing Regularity in Student Learning Rate” published by researchers at Carnegie Mellon University, students improve in academic performance at the same rate with each study/practice session.

    “Whereas initial knowledge varies substantially across students,” the researchers write, “we found learning rate to be astonishingly similar across students.” The real difference tends to lie in initial knowledge, or talent: with practice, any student can reach “mastery” level.

    How long does it take to master a particular knowledge component? On average, about seven sessions. 

    Stay the course, and as the researchers write:

    Our evidence suggests that given favorable learning conditions for deliberate practice, and given the learner invests effort in sufficient learning opportunities, anyone can learn anything they want (my bold.)

    Granted, our ceilings may vary. My initial talent for math is probably lower than yours. Since I’m decidedly average, so is your talent for, well, probably anything. So while we both may learn at the same rate, my math skills will likely never match yours.

    Unless you stop trying to learn. That’s where perseverance kicks in, because in many pursuits the person who “wins” is the last person to give up.

    But still: as Shah says, most of the things you may want to achieve require skill, not talent. Take software engineering, something he knows juuust a little about. While a highly complex skill, at a fundamental level software engineering involves functional decomposition: taking a problem, determining the highest order of function required, then breaking it down into smaller supporting functions until, as Shah says, “individual functions at the atomic level are so simple they’re trivial.”

    Like determining a cut angle.

    The good news? Most pursuits, no matter how complex, can be broken down the same way.

    Say you want to start a business. At its highest order of function — creating a thriving company with dozens or even hundreds of employees — the skills challenge might seem overwhelming, especially if you don’t feel you have a “talent” for business.

    The key is to break it down into lower-level functions. Accounting. Sales. Marketing. Management. Customer Service. Operations. Fulfillment. 

    Still sound daunting? Keep breaking each into smaller and smaller functions. Take accounting; at the simplest level, you just need a way — a notebook or a spreadsheet works fine — to track your expenses and revenue. My wife and I run our rental property and property development business off a couple of spreadsheets.

    It doesn’t take seven practice sessions to learn how to track expenses and revenue.

    Later, it might take few more sessions to get a handle on the ins and outs of cash flow forecasting. But that’s okay, because accounting — at least to the degree required to run a small business — is, to paraphrase Shah, just a bunch of individual functions that at an atomic level are really simple. Regardless of the math or financial talent level you bring to the table, as long as you you invest in sufficient learning opportunities, you’ll get there. 

    I still have to ask my wife how to calculate certain percentages, but I’ve gained enough accounting skills to run my business, and to make decisions regarding the financial and tax complexities involved in our property businesses. Given my wife’s talent, her initial knowledge, she got there faster, and she will always be ahead of me… but I learned what I needed to know, and am still building on that knowledge.

    That’s the really, really good news: you can learn anything you want to learn. As the researchers write:

    Some readers may object that near-constant student-learning rate unrealistically implies that everyone can master advanced level calculus or interpret abstract data. Indeed, not everyone has favorable learning conditions nor will everyone choose to engage in the substantial number of practice opportunities required.

    However, our results suggest that if a learner has access to favorable learning conditions and engages in the many needed opportunities, they will master advanced level calculus.

    Even so, you don’t have to become an expert in your pursuit. Take business; you don’t have to be the Sara Blakely of sales, and the Mark Cuban of venture capital, and the Jensen Huang of computer processing.

    You need to be good at a number of things, and great at one or two. 

    So don’t let the feeling that you’re not talented at a certain pursuit hold you back. Break it down into lower-level functions. Then commit to studying, practicing, and getting feedback on your performance. (A simple way is to test yourself, because testing yourself significantly increases long-term retention.) 

    As Shah says, regarding starting a business:

    Figure out what set of skills you need to acquire. Some you’ll be good at acquiring, because you have the talent. Others you’ll have to grind it out more than other people may… but it’s doable. It’s a doable thing.

    If I can do it, anyone can do it.

    The last line from Shah is clearly self-deprecating — building a $19 billion company stretches my definition of “doable” — but as research shows, also accurate. Depending on your initial knowledge, your level of talent, it may take a while. It may take five, six, or even seven sessions to gain a firm grasp on a particular skill.  

    And that’s okay. Because you may not have the talent, but if you keep workign at it, you can always acquire the skill.

    Any skill.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Jeff Haden

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  • It’s Time to Bust the ‘Talent Gap’ Myth. Leaders Must Cultivate Talent

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    Finding entry-level talent with several years of experience is a riddle that few organizations have been able to solve. In a post-pandemic and AI-driven world, there’s little room for error, much at stake, and even less time for cultivating and training would-be capable people. When you add AI-applicant tracking systems to the mix, most entry-level applicants don’t stand a chance in today’s market.  

    However, the solution to this global paradox is not as complex as it seems. A client recently came to me at the end of her hiring rope, unable to find the magical combination of an eager new hire equipped with “human skills” who also had at least three years of experience under their belt. “I can’t find this person, but we need this person, and we can’t keep going without filling this position,” she said, half in tears.  

    I posed a challenging question: Which mattered more: years of experience or the human qualities she claimed to value most—empathy, curiosity, and eagerness? If she truly believed in those traits, would she be willing to nurture them herself? She didn’t hesitate. She dropped the experience prerequisite, hired for potential, and invested her time. Months later, that same hire became a cornerstone of her team.  

    You can’t afford to filter 

    My client was reluctant to hire someone without experience. The role had evolved into a fast-paced, high-pressure position, and she worried a newcomer might falter. Her hesitation made sense—leaders naturally want to protect their teams from disruption. However, the truth is that experience doesn’t guarantee performance. It’s a person’s emotional intelligence that determines how they learn, grow, and respond to stress.  

    Think of the adage that age doesn’t equate to true wisdom. The same can be said for experience and emotional maturity. If you’re filtering out prospective team members who don’t have work experience, you may be left with a pool of candidates who have longer resumes but are short on emotional intelligence. It’s much easier to cultivate and train a new team member with the right human skills to work within your culture than to retrofit cultural alignment into someone who lacks them. 

    A true investment in people 

    There’s not so much a gap in talent as there is a gap in patience. Leading means investing the time to develop the people who will advance your goals, culture, ethics, and legacy. It doesn’t mean treating people as a discretionary cost. Roles have shifted, and new skills are needed for positions that were once much simpler. But skipping over a whole talent pool of people who may make your organization great is a massive mistake.  

    An entry-level position is part of the development stage and is necessary to find the people you want to lead and who want you as a leader. There’s also something to be said about building experience from the inside. The inexperienced person you hire today may be training a different entry-level hire in a few years and may, one day, become the person you choose to take your place.  

    Hiring someone who lacks experience but has all the right attributes means that you will have to invest in their development, but the payoff will be great. You have the opportunity to shape someone to be exactly the right fit for your company and culture. I can think of a few better returns on an investment.  

    It can feel like a lot of pressure to hire the perfect person, gain immediate results, and see your choice turn into profits overnight. However, that’s not how authentic eadership works. Leadership requires time, patience, and a desire to cultivate your team to uphold the organization you’ve worked so hard to build. Isn’t that the kind of legacy you want to leave behind? 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Jerry Colonna

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  • Exclusive: $1 billion canned water brand Liquid Death names new CFO as it gears up for expansion | Fortune

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    Good morning. Liquid Death has tapped Ricky Khetarpaul, a PepsiCo alum, as finance chief of the popular L.A.-based water startup that’s expanded into other beverages.

    “It’s a truly healthy beverage platform with a proven track record as an innovator across categories,” Khetarpaul told me. “I’ve been a big fan of Liquid Death.”

    Founded in 2017 by CEO Mike Cessario, Liquid Death is valued at approximately $1.4 billion and is known for its edgy, skeleton-stamped tallboy cans filled with water, sparkling water, or iced tea with fruit juice—not alcohol.

    In 2024, the company’s scanned sales were north of $300 million, and it has achieved a 380% CAGR since its 2019 launch. This month, Liquid Death announced a new distribution deal with Big Geyser in New York.

    Khetarpaul succeeds Karim Sadik-Khan, who joined Liquid Death as finance chief in June 2024. Sadik-Khan is currently the CFO at Spindrift, according to his LinkedIn profile.

    Before joining Liquid Death, Khetarpaul was the CFO of Health-Ade, a kombucha and gut-health soda brand. He previously served as North America CFO for Lavazza, spent over eight years in finance at PepsiCo, leading reporting, forecasting, and planning for a $5 billion beverage portfolio, and held leadership roles at Sabra Dipping Co. and Walgreens Boots Alliance.

    He noted that the biggest challenge for CPG (consumer packaged goods) brands is building strong consumer loyalty. “Even bigger brands I’ve worked with have struggled,” he said. “But in just a few years, Liquid Death has built one of the biggest fan bases in the beverage industry.”

    Strategic marketing

    According to a recent NCSolutions survey, half of Gen Zers said they are alcohol-free by choice, and 43% believe Gen Z is driving the “sober curious” movement. Gen Z and millennials account for over 70% of Liquid Death’s customers.

    Cessario, a former marketing executive, credits the company’s entertainment-first, social media-centric marketing for its strong appeal among young consumers. Liquid Death has 14.5 million followers across TikTok and Instagram.

    Khetarpaul sees marketing as a growth center, drawing on his own experience in sales and marketing at PepsiCo before moving into finance. “I view the CFO role as a growth driver, not just a traditional controller,” he said. “Liquid Death’s marketing converts brand awareness into sales; the company is very metrics-driven. We measure marketing investments both strategically and in terms of ROI, which is music to any CFO’s ears.”

    The brand has also run campaigns with celebrities and partners. For example, it recently launched a limited-edition Fruity Pebbles sparkling water called Cereal Criminal on Amazon. Liquid Death plans to enter the $23 billion energy drink market in 2026 with Liquid Death Sparkling Energy, which is naturally caffeinated from coffee beans rather than synthetic sources, Khetarpaul said.

    However, the segment is highly competitive, dominated by brands such as Red Bull and Monster. As CFO, Khetarpaul is set to play a key leadership role in helping Liquid Death become the “next true multi-category beverage brand,” Cessario said in a statement.

    Backed by a loyal fan base and an ambitious CFO, Liquid Death is ready to disrupt the beverage aisle—again.

    Sheryl Estrada
    sheryl.estrada@fortune.com

    Leaderboard

    Lydia Brown has been appointed CFO of Citrin Cooperman, a professional services provider for private, middle market businesses and high net-worth individuals, effective Oct. 13. Brown succeeds Larry Diamond, who will retire after three years of dedicated service as the firm’s CFO. Brown brings more than 30 years of experience in the professional services industry, including senior financial leadership roles across both private-equity-backed and publicly traded companies. Most recently, she served as CFO for HKA, a global consultancy.

    Craig Chamberlin was appointed EVP and CFO of Vertiv Holdings Co. (NYSE: VRT), a digital infrastructure company, effective Nov. 10. Chamberlin succeeds David Fallon, who previously announced his intention to retire from Vertiv and serve as a consultant to the company through Dec. 31. Chamberlin joins Vertiv from Wabtec Corporation, where he most recently served as group VP and CFO of the company’s transit segment.

    Big Deal

    The 2025 Fortune Most Powerful Women (MPW) Summit began on Monday in Washington, D.C., and continues through Wednesday. You can join us at MPW via livestream for the main stage sessions. View the agenda here.

    The MPW franchise started in 1998 with the publication of the first-ever Most Powerful Women in Business ranking. The response to this list made it clear that these trailblazing women needed a platform to come together and discuss the unique challenges they were facing. And so, Fortune MPW evolved into a community of leaders that gathered at invite-only events, such as the annual Summit. This year’s theme is “Leading in a Dynamic World.” 

    Going deeper

    The latest EY Global IPO Trends report found that in Q3 2025, global equity markets rebounded strongly, with major indices in the U.S., Asia, and Europe reaching new highs after months of pressure from tariffs, interest rate uncertainty, and debt concerns. The rally was driven by looser monetary policy and solid corporate earnings, according to the report.

    Overheard

    “Frankly, this thing that trade is dead is completely overstated. Trade is like water. You put [up an] obstacle, it goes around it.”

    —Kristalina Georgieva, head of the International Monetary Fund, said during the Fortune Most Powerful Women summit in Washington, D.C., on Monday. Georgieva downplayed any fears of a trade war but recognizes the world is becoming “foggier” and full of uncertainty. She said one of the biggest challenges comes from getting buy-in that cooperation is better than division: “We are in this one big boat. It is a rough sea. We’d better row together,” Fortune reported.

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    Sheryl Estrada

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  • 1 in 7 Jobs Are at Risk of AI Automation, SHRM Says

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    As AI insinuates itself more deeply into our everyday and work lives, a new report underlines the paradigm-breaking impact the technology may have on the job market. A huge proportion of all U.S. workers are at a high risk of being replaced by automated AI systems. This represents a threat that could drive unemployment up and rattling the economy. But a separate report by the World Economic Forum suggests that one way to mitigate against this outcome is a dramatic reskilling and job redesigning effort. All of this news could feed into your plans for deploying AI tools in your company.

    The new report, from the world’s largest HR association, the Society for Human Resource Management (SHRM), warns that 15 percent of all American jobs (just above one in seven, and affecting 23.2 million people in total) are at risk of being displaced by automatic processes, HRDive notes. 

    The types of job that most likely to be affected is one where at least half of the task list can be automated. This includes all forms of automation, including physical tools like robotics as well as artificial intelligence. This means the threat is nuanced, and, as many reports before have shown, some types of job are more at risk than others. For example, SHRM’s report estimates 39.7 percent of software development work is highly automated and at risk from AI, as is a similar share in “mathematical” occupations (financial analysis, perhaps). But just 7.3 percent of the work in the “education and library” professions is automated. 

    The report also suggests that 7.8 percent of U.S. work product — about 12 million jobs — is already at least 50 percent completed using generative AI tech.

    This might raise the specter of mass unemployment, with images not far removed from Great Depression-era poverty and unrest swirling in your head. But SHRM also notes that a “significant majority of employment faces nontechnical barriers to automation displacement.”

    This means that many types of work include processes, preferences, physical issues and so on that prevent the job being automated, and thus protects them from AI—at least for now. These types of work have emphasize “interpersonal skills and/or relatively low-tech tools,” such as “many education and health care occupations.” SHRM says “client preferences are the most common” reason for not worrying about AI encroaching on these jobs: people still prefer dealing with people.

    Another perspective on the AI threat was expressed in a new report from the World Economic Forum, addressing the new AI “dual workforce challenge, of “balancing overcapacity and talent shortages.” The report cites a global survey of C-suite executives, of which 92 percent said they had up to 20 percent “workforce overcapacity,” meaning they have more workers than they need . By 2028 that figure is expected to rise to 30 percent overcapacity by about half of the leaders surveyed. At the same time, 94 percent of the leaders say they face “critical” AI talent shortages.

    The WEF report suggests the issue affects many workplaces already, and the shift is only going to get more pronounced as AI technology improves and becomes more capable and widely used. What was once AI “experimentation” is now “structural disruption,” the report says. 

    The answer to the issue, the WEF says, is “reskilling at scale,” combined with “redesigning roles for human-AI collaboration,” and “embedding workforce planning into core strategy.” The report basically calls for using HR departments to smooth the transition between the “legacy” way of working (without AI) into the modern way, as companies integrate AI. Agentic AI has the promise of “workforce empowerment,” and  can “boost efficiency, resilience and competitiveness,” the WEF thinks while companies “stuck in pilot mode risk falling behind.”

    The WEF thinks it’s time for a dramatic upheaval in the workplace, pivoting around the skills needed to operate AI tools. Think of it as the equivalent of the arrival of PCs and printers in the office: typewriters were no longer necessary, and a whole new skillset among workers of all types was needed, The adjustment required rethinking jobs and also reskilling workers on the new tech en masse.

    What’s the takeaway for you and your company?

    Simply that if you’re deploying AI tools across your company — without the intent of outright replacing any of your workers — you need to make your plans very clear, and communicate the goals you’re aiming for by using AI. Your HR team may also need extra budget, time and direction in order to plan a large-scale ongoing, education program to teach workers how to use AI tools to boost their efficiency. You could also consider upskilling talented workers who’ve had their time freed-up by AI, by giving them expanded roles — an option that could help grow your business.

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    Kit Eaton

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  • Snowflake tops Fortune Future 50, new CFO highlights AI leadership | Fortune

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    Good morning. U.S. tech companies, particularly in software, have dominated the 2025 Fortune Future 50 list.

    Snowflake, a cloud-based data storage company, takes the top spot on the list released this morning, followed closely by data, analytics, and AI provider Databricks. Both companies are fueled by the rise of AI in business—their platforms enable organizations to unlock and activate their own data as the foundation for artificial intelligence. Rounding out the top five are Celonis, DataRobot, and Astera Labs.

    Since 2017, Fortune has partnered with the consulting firm BCG to publish the Future 50, an annual index of global companies, both publicly traded and venture-backed private firms, with the strongest prospects for above-average, long-term growth. The list highlights top scorers in “corporate vitality,” a measurable and manageable quality that reflects a company’s innate ability to expand.

    Snowflake is not only well-positioned for growth but also preparing for leadership changes. Earlier this month, the company announced that Brian Robins will become CFO on Sept. 22, succeeding Mike Scarpelli, who is retiring. Robins served as CFO of GitLab since 2020 and, before that, held CFO roles at Sisense, Cylance, AlienVault, and Verisign, a Nasdaq-listed company.

    “Snowflake is at the center of the AI revolution,” Robins said in a statement. “I am thrilled to be a part of this hyper-growth phase.” He said he’s committed to helping the company scale efficiently to achieve its vision.

    Sridhar Ramaswamy, CEO of Snowflake, echoed that sentiment: “We’re incredibly confident in our next chapter of growth with Brian taking the helm as our new chief financial officer. Brian’s deep commitment to operational rigor and long-term high growth aligns perfectly with Snowflake’s strategic direction.”

    Robins will be tasked with sustaining Snowflake’s momentum. For the quarter that ended July 31, the company reported earnings of 35 cents per share, nearly double from the same period last year. Revenue climbed 32% to $1.1 billion, surpassing estimates of $1.09 billion.

    With a new finance chief, rising demand for AI-powered solutions, and continued revenue growth, Snowflake is aiming to remain a dominant force. View the complete Fortune Future 50 list here.

    Sheryl Estrada
    sheryl.estrada@fortune.com

    Leaderboard

    Joshua Reed was appointed CFO of Alkermes plc (Nasdaq: ALKS), effective Sept. 15. Reed brings over 30 years of financial leadership experience. Most recently, he served as CFO of Omega Therapeutics, a then publicly traded biotechnology company. Before that, Reed was the CFO at Aldeyra Therapeutics. Earlier in his career, he spent more than a decade at Bristol Myers Squibb, culminating in his role as VP and head of finance operations for the U.S. and Puerto Rico.

    Travis T. Thomas, CFO of Ring Energy, Inc. (NYSE American: REI), has resigned effective immediately to pursue other opportunities. According to the company’s announcement, his resignation was not the result of any disagreement between Ring Energy and Thomas regarding financial, operational, policy, or governance matters. Rocky Kwon, currently VP of accounting, controller, and assistant treasurer, has been appointed interim CFO. The company has begun a search for a permanent replacement.

    Big Deal

    Americans’ trust in the responsible use of AI has improved since Gallup began measuring the topic in 2023, according to a newly released report. This year, about a third (31%) of Americans surveyed said they trust businesses to use AI responsibly—3% said “a lot,” and 28% said “somewhat.” In 2023, only 21% expressed trust in businesses’ use of AI.

    Still, skepticism remains. Forty-one percent of respondents this year said they do not trust businesses much when it comes to using AI responsibly, while 28% said they do not trust them at all.

    The findings come from the latest Bentley University–Gallup Business in Society survey, based on responses from 3,007 U.S. adults in a web-based poll.

    According to Gallup, the challenge businesses face as they deploy AI is clear: “They must not only demonstrate the technology’s benefits but also show, through transparent practices, that it will not come at the expense of workers or broader public trust.”

    Courtesy of Gallup

    Going deeper

    “Unconscious Uncoupling: CFO Business Partnering 2025” is a report by Datarails based on a survey of 240 U.S. heads of sales, marketing, HR, IT, customer service, and R&D departments regarding their relationships with CFOs. Although finance teams have evolved into strategic business partners, nearly all business executives (97%) still view their finance chief’s primary role as “limiting spending.”

     

    Overall, 51% of executives ranked poor communication as their biggest complaint in the relationship. IT executives reported having the strongest “business partner” relationship with the CFO’s office, according to the survey.

    “Without finance partnership, businesses will continue to lose significant opportunities to drive growth,” said Didi Gurfinkel, CEO and co-founder of Datarails.

     

    Overheard

    “In the same way that every company became a technology company, I think that every company will become an AI company.”

    —Robinhood CEO Vlad Tenev told David Rubenstein last week during an interview on Bloomberg Wealth.

    This is the web version of CFO Daily, a newsletter on the trends and individuals shaping corporate finance. Sign up for free.

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    Sheryl Estrada

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  • AI consulting firm hits $1 billion, makes employees part owners

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    Good morning. Retaining and engaging employees remains a core priority for many companies.

    For Synechron, this meant celebrating its $1 billion annual revenue milestone by making every employee a part owner. The private AI and tech consultancy recently announced its offering a universal equity grant to all 16,000 employees worldwide—each will receive $1,000 in restricted stock units (RSUs).

    Unlike typical performance- or tenure-based models, this RSU grant is equal for all employees, regardless of location or role. There’s no minimum tenure requirement for the award, which is granted to current employees only. The company maintains separate, performance-driven equity awards as well.

    Reaching $1 billion, bootstrapped and without outside investors, is a notable accomplishment, CEO and cofounder Faisal Husain told me. Founded in 2001, the once-small New York startup has grown over 24 years into a global player with offices in 21 countries.

    Leadership wanted a celebration of the milestone that reflected the company’s values, Husain said. After considering standard rewards like gift cards or gadgets, they chose a shared equity stake. “It’s the best form of appreciation,” he said.

    “We’ve all heard the stories—if you bought $1,000 of Amazon or Microsoft shares 20 years ago, it would be worth a lot today,” Husain told me. Synechron employees could have a similar opportunity. 

    Asked if an IPO is in Synechron’s future, he said it’s possible, but, for now, the focus is on growth, innovation, and helping clients through technology’s rapid changes. “We’ve kept the company privately held for 24 years,” Husain said. At some point, things may change, he added, “but we’re not in any rush.”

    Leadership sets the culture

    The grant ties directly to Husain’s leadership philosophy—it reflects a culture of transparency and inclusivity reinforced by regular town halls and a belief that everyone should share in the firm’s success, he said.

    I spoke with two Synechron employees. Roya Shahilow, chief of staff in London for a decade, recalled joining when revenue was just $300,000. “The $1 billion mark felt like a dream in the distance,” she said. “It’s a proud moment to have achieved that.”

    Annushree Chute, senior manager of immigration and travel in Pune, India, also with the company for 10 years, echoed that the excitement in the office was palpable when the news broke. Both credit the company’s supportive culture for their long tenures. “Connecting with everyone, from associates to the CEO, is very important,” Chute said. Shahilow added, “Granting these RSUs speaks volumes about our culture.”

    Every employee received a medallion as a physical symbol of their shares. Shahilow plans to frame hers; Chute will display hers on her desk.

    As CEO, Husain is both reflecting on this achievement and focused on future growth. “Now we have to chart a new path,” he said. “How do we go from $1 billion today to $10 billion? It’s my role to make sure we stay on the winning side.”

    Sheryl Estrada
    sheryl.estrada@fortune.com

    Leaderboard

    Inder M. Singh was appointed CFO and chief operating officer of IonQ (NYSE: IONQ), a quantum computing and networking provider, effective immediately. Singh succeeds Thomas Kramer, who will remain at IonQ in an advisory capacity for up to 60 days. Singh most recently served as CFO of Arm, a British semiconductor and software design company, where he oversaw the majority of its IPO. Singh previously held several leadership roles at Unisys, a global technology solutions company, culminating with his position as CFO. Before that, Singh led financial strategy for Cisco, one of the world’s largest networking companies, as its VP of corporate financial strategy and M&A.

    Samantha Rutty was appointed EVP and CFO at Myers Industries, Inc. (NYSE: MYE), a manufacturer, effective Sept. 22. Rutty brings to her new role more than two decades of finance leadership experience across global services and manufacturing companies. She joins Myers from The Brink’s Company, where she had served as VP and CFO of Brink’s North America since November 2022. Before that, Rutty spent 20 years with Eaton Corporation in a series of senior finance roles, including director of finance, eMobility.

    Big Deal

    The Labor Department released the August jobs report on Friday, showing U.S. employers added just 22,000 jobs as the labor market continued to cool. Hiring slowed from an upwardly revised 79,000 in July. The unemployment rate rose to 4.3%, the highest level since 2021. 

    The results are likely to heighten concerns at the Federal Reserve about labor market weakness, according to a note to clients from BofA Global Research. “There is now clearer evidence of deterioration in labor demand, not just supply,” BofA economists wrote. “Therefore, we are changing our Fed call to show two 25bp cuts this year, in September and December.”

    Jerome Powell’s current term as chair of the Federal Reserve is set to expire in May 2026. BofA economists maintain their view that the next Fed Chair will guide the Federal Open Market Committee in a more dovish direction. They now expect another 75bp of rate cuts under the new chair, aiming for a terminal rate of 3.00-3.25%.

    “We pencil those in for June, September, and December 2026,” the note says. “This raises our forecast of cumulative cuts by end-2026 from 100bp to 125bp.”

    On Tuesday, the Bureau of Labor Statistics will publish its preliminary payroll revision, which recalculates which recalculates employment numbers for the previous year using more comprehensive data, such as company payrolls. 

    Going deeper

    “Anthropic reaches $1.5 Billion settlement with authors in landmark copyright case” is a Fortune report by Beatrice Nolan. 

    From the report: “Anthropic agreed to pay authors around $3,000 per book for roughly 500,000 works, after it was accused of downloading millions of pirated texts from shadow libraries to train its large language model, Claude. As part of the deal, Anthropic will also destroy data it was accused of illegally acquiring. The fast-growing AI startup announced on Sept. 2 that it had just raised an additional $13 billion in new venture capital funding in a deal that valued the company at $183 billion.” Read the complete report here.

    Overheard

    “We’re actually seeing the human skills coming into premium.”

    —Kelly Monahan, managing director of the Upwork Research Institute, told Fortune in a recent interview regarding the use of AI-generated content. 

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    Sheryl Estrada

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  • To foster young talent, employers need to share their social capital

    To foster young talent, employers need to share their social capital

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    This article originally appeared on the Christensen Institute’s blog and is reposted here with permission.

    Key points:

    In July 2023, our team published “People-powered pathways: Lessons in how to build students’ social capital through career-connected learning.” In the report, we describe successes and challenges in bringing social capital–building strategies to a variety of educational settings. Our observations draw from an 18-month pilot during which we leveraged our social capital playbook to provide direct support to a group of three intermediary organizations—Education Strategy Group, Generation Schools Network, and Hawai‘i P-20—collectively supporting 20 sites in the K–12 career pathways space. In the course of the pilot, we sought to understand how schools and nonprofits can make social capital-building an explicit, effective, and equitable component of existing career-connected learning models. 

    In career-connected learning, employee volunteers like internship supervisors or guest speakers typically see their role as providing students job-specific knowledge and skills. However, these individuals have an equally important role to play in students’ networks: fostering students’ well-being and economic mobility by creating lasting relationships that involve sharing resources, connections, and opportunities. 

    To make this kind of role a reality, employers need to understand the goals of social capital-building, what will be expected of them, and how it can benefit both parties. As one nonprofit leader explained, helping employers take on that role may require upfront reflection, encouraging them to consider pre-conceived notions they may have about young people:

     “[If] everybody is committed to working on interrogating all of the thoughts that we as adults have about young people, good and bad, then the effect ends up being social capital. Because you’ve actually taken down the barrier or the silo that says ‘I am this and you are that. I’m here to provide a service and you’re here to get one.’”

    For organizations and schools brokering connections to employers, infusing social capital into the purpose behind those connections influenced how they recruited, vetted, and prepared employer partners who would be interacting with students. One nonprofit leader stated, 

    “We vet our employers that we work with and we have an orientation. They start perhaps from different places and they might not know how [to work with us]. They might have an idea about what an eighth grader is or is not, what ‘risk factors’ youth of color may come with or what their story may be. Part of what is important to us is working with worksite partners so they can see a whole person, an eighth grader who is a complete asset now, and the net value later of working with young people.”

    Acknowledging and tackling the “burden of investment”

    During our pilot, surveys of site staff revealed that 40% found it somewhat difficult to educate employers about how they can help build students’ social capital. Although nonprofits who were heavily involved in internship or apprenticeships often had the time and expertise to design and conduct orientations for employers, other sites with less capacity were wary of asking too much of their employer partners. In these circumstances, additional training for employers specifically focused on building relationships with students was rarely an option.

    While emphasizing return-on-investment (ROI) can help some employers see the long-term benefits of this type of work, one intermediary partner pointed out that for some employers it’s also about avoiding the short-term burden it places on their employees. In addition to ROI, the partner explained, 

    “There’s also BOI, which is ‘burden of investment.’ Making it easier for [employers] to see that the burden of their investment in this is not that burdensome, and that the experience is enjoyable. [Employees] enjoy the experience of the personal relationship with the kids, and that reduces the burden of investment as well. And it grows our partners’ social capital.” 

    When working with employers concerned about upfront burden on their employees, one option is to provide a menu that describes different options for getting involved based on employee volunteers’ capacity and interests. This arrangement not only allows employers to understand what is expected of them and their employees, but also allows them to choose the types of experiences that they feel will be enjoyable and meaningful for them. With this mutual understanding, work-based learning can take shape much more easily.  

    Example in action: 

    Apprentice Learning is a Boston-based nonprofit organization that provides real-world work experiences for eighth graders. Given that Apprentice Learning’s students were already immersed in work settings as part of their apprenticeships, the Boston site planning team felt that these experiences were a natural fit for building social capital.

    While most career-readiness programs ask, “How prepared are young people to build relationships with adults?,” Apprentice Learning equally emphasizes the other side of the equation by asking “How prepared are adults to build relationships with young people?” 

    During the pilot, Apprentice Learning communicated its vision to employer partners in multiple ways. First, it held an orientation for employers in which Apprentice Learning staff used an asset-based frame to gently challenge employers’ beliefs about what young people can do and what it means to have relationships with them. The goal was to help employers realize that they are building meaningful relationships with human beings who are still learning, yet capable of tremendous success. 

    Apprentice Learning also communicated with employers via weekly emails. These emails contained guidance for apprenticeship supervisors about how they could best support students, including conversation starters such as “consider talking with your apprentice about your first job,” or “consider sharing about a time when you encountered a struggle in your job and how you navigated it.” As one program leader stated, 

    “Because of the questions that we put in our weekly letter to our worksite partners, there are more opportunities for them to have conversations about their interests and their trajectory. One of the things that’s resulted in is that at least three, maybe four of our kids have been offered possible summer opportunities. And it is because the worksite partner and the young person took the time to get to know some things about each other a little bit beyond the ‘how to work’ part.”

    Finally, Apprentice Learning staff visited each student’s worksite and engaged in one-on-one conversations with their worksite supervisors. These conversations further reinforced the foundation that Apprentice Learning built during the orientations and maintained with the weekly emails. Describing a recent visit to a worksite where two students were apprenticing, a program leader recalled how the conversations they had with employers about building social capital influenced supervisors’ behaviors. When she walked into the worksite, the students’ supervisor immediately offered to provide references for the students if they needed them. “We didn’t have to ask the guy—it was offered. And [the students] understood that their [supervisors] are a resource that they didn’t necessarily know that they had.”  

    In conclusion, it’s time that employers’ roles in career-connected learning go beyond imparting skills. As decades of research show, it’s skills plus connections that truly move students up the economic distribution ladder. 

    However, accomplishing this goal requires a shift in perspective and intentionality. What we need are systems that incentivize sharing of social capital. Schools and nonprofits like Apprentice Learning are well positioned to start the conversation with their employer partners. But employers participating in these efforts have a responsibility to allocate resources and create policies that foster more student-centered experiences. While it requires upfront investment, focusing on young people now provides a solid foundation for the society of the future. 

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    Robert Markle, PhD, Research Manager, Christensen Institute

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  • Twitch is bleeding talent — is the new simulcasting policy the answer?

    Twitch is bleeding talent — is the new simulcasting policy the answer?

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    Twitch is further broadening its simulcast rules, the livestream platform announced on Friday. As shared during TwitchCon in Las Vegas, streamers can now live broadcast streams onto even more platforms — YouTube and Kick, for example. That said, streamers with an “agreement with Twitch that requires exclusivity” won’t be able to do so.

    “We truly believe that Twitch is the best service to be a live, interactive creator, and we want to give streamers more freedom in just how they want to build their communities,” said Twitch VP of community product Jeremy Forrester during an interview with Polygon at TwitchCon.

    This news comes on the heels of Twitch bleeding big-name talent. On Oct. 19, Kick signed massively popular streamer and co-owner of FaZe Clan Nickmercs in a one-year contract worth roughly $10 million, according to a Forbes report. This summer, the upstart company also signed Amouranth, Twitch’s most popular female streamer, and former pro-Overwatch player xQc (the latter of whom, Kick offered a $100 million deal). This is not to mention talent that moved to YouTube: In the last three years, YouTube signed Valkyrae, Ludwig, Sykkuno, LilyPichu, and more. Some of these streamers left in the wake of Twitch changing its revenue share split from 70/30 (in favor of streamers) to 50/50.

    Forrester said this talent departure was not the motivator for the expanded simulcast policy, instead calling it “community driven” and saying that it was an example for Twitch developers to demonstrate that they “listen” to creator’s “concerns, and react to them when we can.”

    The most interesting part of the new guidelines might just be all the way at the bottom of the FAQ. Streamers who left Twitch now have a chance to become Twitch Partners again. Per the guidelines, Twitch Partners whose previous agreements were “terminated” because they left for another service — and they notified Twitch beforehand, thus not violating the agreement — will be “eligible to reinstate their Partnership status.”

    Twitch also seems to finally be acknowledging the value of cross-platform discovery. In August, Twitch updated its simulcast guidelines to include TikTok and Instagram. During TwitchCon, streamers told Polygon that TikTok had become a vital way to draw in new fans — TikTok’s short video format basically functions like a highlight reel for Twitch streamers to post their funniest moments. “Being able to curate the highlights from your stream and feeding that into the TikTok algorithm is your chance for an entirely new audience to see you,” streamer Alex Labat told Polygon in anticipation of TwitchCon. And earlier this month, Twitch introduced its own short video feature, “stories.”

    Even as simulcasting options broaden, there are still rules to follow that more or less ensure streamers won’t use Twitch to direct traffic to their other platforms, or attempt to interact with their fan communities on various platforms at the same time. Streamers must “ensure” the quality of a Twitch users’ experience is “no less than the experience on other platform services” — and this includes engaging with the Twitch community via chat. Nor can streamers use a third-party app to for “merging chat features,” for example. Streamers also can’t provide links during a Twitch stream, encouraging followers to leave Twitch for a simulcast on another platform.

    “We believe that creators will do it with the intent to help bring people to Twitch,” Forrester said, optimistically.

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    Nicole Clark

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  • Starrag & Haimer to Sponsor STEM Golf Event

    Starrag & Haimer to Sponsor STEM Golf Event

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    Press Release
    •

    Sep 6, 2023 13:00 EDT


    ST. LOUIS, September 6, 2023 (Newswire.com)
    –
    On the 5th of October, the Saint Louis Science Center will be hosting a golf tournament at the Forest Park Golf Course in St. Louis that will be sponsored by industry-leading manufacturing companies Starrag and Haimer and others. The organization depends on the annual tournament to drive funding for its innovative educational programs, exhibits and interactive experiences that inspire a passion for science, technology, engineering, and mathematics (STEM) learning for all ages and backgrounds.

    Starrag and Haimer are proud to sponsor the annual event that is now in its 10th year, and will also have a team playing at the prestigious golf course. Running from 8.30 to 4.30pm, the event has a number of options for team entries and sponsorship with businesses and individuals invited to join the fun whilst contributing to a fantastic cause.

    Commenting upon the commitment of Starrag and Haimer to support the event, Elena Schmidt-Schmiedebach, the Marketing Manager for Starrag North America says: “We sponsor this event as we appreciate the crucial role the Saint Louis Science Center plays in promoting STEM subjects to young people that will hopefully enter our industry as the next generation of engineers. The event supports Science Center programs that raise the profile of manufacturing as well as other sectors among young people from all backgrounds and it truly inspires young people to consider a fulfilling career in STEM. We are very proud to support the Saint Louis Science Center and the tremendous work that it does. Starrag has witnessed the valuable work and impact of the Saint. Louis Science Center first-hand. One of our esteemed customers located in St. Louis has recruited young talent from the Saint. Louis Science Center, providing a career pathway for the next generation of young engineers.”

    If you would like to register to play in this fun-filled prestigious event, you can register as an individual, pair, trio or foursome at: https://donations.slsc.org/register. The closing deadline for playing in the event is the 28th of September. Alternatively, you can support this fantastic cause by following the sponsorship link: https://donations.slsc.org/sponsorship

    Source: Starrag

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  • Sarah Tromley Introduces the World to ‘Rexford’ and Her New Track ‘One Horse Town’

    Sarah Tromley Introduces the World to ‘Rexford’ and Her New Track ‘One Horse Town’

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    Press Release
    •

    Jun 9, 2023 06:00 EDT

    Born of heart and soul, Sarah ushers in a new image and new music to match with the arrival of her anticipated single. Exploring the ins and outs of life, Rexford narrates her exciting journey within an intimate lens of connectedness and bare emotion.


    LOS ANGELES, June 9, 2023 (Newswire.com)
    –
    Today, Sarah Tomley lets the world know that ‘things are different now’ as she dives headfirst into the complexities of real life, the burdens of love and the joy of metamorphosis. Introducing fans to her elevated persona, “Rexford”. The emergence of Rexford marks a moment in Sarah’s career where she is pulling from deep within. Writing from a space of truth and raw power in order to share the fullness of her entire world with fans.

    Marrying the essence of then and the spirit of now, Rexford isn’t running away from the moments that shaped her but embracing the scars that made her. Rising from the bricks and rubble of broken structures to being present in this current state of “home”. Rexford is a symbolic representation of the place that allowed her to grow.

    In this artistic rebirth emerges “One Horse Town”, which is her newest release out on all platforms today. Co-written and produced by “Twin Shadow”, the track is about releasing the things that you’ve outgrown yet empathetically understanding the purpose it had in your journey.

    Rexford’s work will encompass an ethereal display of imperfect beauty as it swells with waves of realness and relatability. The music is a dialogue of risk-takers having a human experience in a world that values “stuff” over “soul”. 

    “I think this new journey is really a polaroid of feelings rather than an image of glamour. The evolution of this awakened version has helped me to heal my inner child and get back to the core of me,” as Sarah reflects on “Rexford”.

    “Rexford” breathes new life into Sarah’s artistry. An inalienable piece of what has always been there just hidden under the dust of this world’s expectations. This exciting chapter will drag you out of the middle of that “one-horse town” of shackled uncertainty and into a universe of cathartic release.  

    ABOUT SARAH TROMLEY:

    Sarah Tromley is a native Pacific Northwest singer/songwriter and actress based in Los Angeles. A multi-hyphenate artist whose work is layered with experiences that inform her creative process with both clarity and depth. Sarah has worked with industry heavy hitters responsible for the projects of Frank Ocean, Tyler the Creator and the late Mac Miller. She is changing the game as an artist on the rise.

    CONTACT INFO:

    Contact press@sarahtromley.com for media inquiries, interviews, and other interests.

    Website: www.sarahtromley.com

    Instagram: @sarahtrom

    Source: Sarah Tromley

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  • Rules Old Hollywood Stars Had to Follow

    Rules Old Hollywood Stars Had to Follow

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    Actresses knew that becoming pregnant was against most studios’ rules, and, as a result, some women, like Ava Gardner, had abortions to prevent penalties. “MGM had all sorts of penalty clauses about their stars having babies,” Gardner revealed in her autobiography, Ava: My Story.

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  • Five Strategies For Creating A Future-Ready Workforce

    Five Strategies For Creating A Future-Ready Workforce

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    What do all winning business strategies have in common? A solid workforce strategy; after all, it takes talent to execute business strategy. A recent PWC report suggests that four forces shape workforce strategy. And each of these forces points directly to one thing–talent management.

    PWC maintains that these four forces—specialization, scarcity, rivalry and humanity —are at the heart of everything a company is and does. And together, they create a framework weaving together business and workforce strategy, culture and technology.

    The Four Forces

    Specialization is understanding current and future talent needs and ensuring the acquisition and development needed to deliver.

    Scarcity is similar as it reflects the lack of, or the competition for, talent and opportunity.

    Rivalry reflects engaging and leveraging talent to increase performance and business success across the industry.

    Humanity is the earnest effort to connect with talent in a way that appeals to humanitarian interests and the greater good.

    If business success boils down to these four forces, all of which focus on talent, what must companies do to create a future-ready workforce?

    They must attract, retain and engage talent.

    Five Strategies for a Future-Ready Workforce

    1. Put employees first. Do this by understanding what they value and want from their work experience. And the best way to know that is by asking–not just once, but repeatedly. Ask candidates while they are interviewing. Ask new employees again during onboarding. Have mentors, managers and colleagues ask of themselves and each other. Doing so shows caring and builds trust, and trust is critical when it comes to employee surveys requesting open and honest feedback. Employees who are practiced at asking and answering questions around values and what they expect from their workplace will find it easier to provide meaningful answers. And, with feedback, leaders can strategize on delivering meaningful responses that connect with employee values.
    2. Invest in talent. Building on understanding what an employee wants from their work experience means understanding how they want to develop personally and professionally. The PWC report suggests leaders create paths for relevant learning and development. Know how to identify candidates without bias for upskilling. Finally, PWC suggests knowing how to organize, structure and incentivize an increasingly specialized workforce to come together and deliver better customer experiences, higher productivity and other outcomes that matter.
    3. Ensure diversity, equity and inclusion (DEI) to enhance a culture more conducive to belonging. DEI are created when a company takes mindful, deliberate actions. It’s the collective result of proactive, authentic measures over time that creates an environment welcoming everyones’ contribution. However, belonging is different because a company cannot create it. The individual must experience it. In other words, belonging is an internal response to an external environment. PWC writes that if you make your workforce more diverse and inclusive—across all elements of the human experience and identity—you help society while helping address two of the four forces: the challenges of specialization and scarcity.
    4. Helping employees see how their work contributes to business success. PWC writes that “humanity requires you to think deeply about your company’s culture, with a view to connecting (or reconnecting) people with your organization’s purpose and making clear to them how they may tangibly contribute to it. When the company’s purpose resonates with people, and they see clearly how they further it, not only are they more likely to stay (which could help with any of the other three forces), but they tend to be more engaged—and productive.” This is especially important for individual contributors and employees who are not direct-facing with the customer.
    5. Reward performance, innovation, teamwork and constructive pushback. Yes, reward constructive pushback because that’s how companies avoid mistakes such as investing in the wrong software or chasing a business objective based on a flawed process. Pushback is preventative–even though it can be painful. In inclusive organizations, employees will be more forthcoming. Once you recognize and reward constructive pushback, especially when the input results in better people and business outcomes, it must be rewarded. The reward is a great incentive; good leaders should always consider how best to recognize and reward their people.

    Keeping people strategies top of mind in this ever-changing workspace will help ensure business success. Understanding key workplace demographics is an integral part of the process, and that often falls onto HR and the DEI staff to keep leaders informed. According to PWC, demographic trends help determine how scarce or plentiful workers are—and have substantial economic and social implications. It seems obvious, but how many leaders understand that, for example, the largest talent pool can be found in ages 65 and older? And, that a large percentage of more senior talent want and need to work?

    Understanding demographic trends like this, combined with authentic actions company leaders take to put employees first, will help circumvent the challenges presented by the four forces of specialization, scarcity, rivalry and humanity. More importantly, doing so will position a company for a future-ready workforce.

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    Sheila Callaham, Contributor

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  • Competition For The Hottest Jobs Is Increasing: Here’s How To Win

    Competition For The Hottest Jobs Is Increasing: Here’s How To Win

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    The economy is tightening, and competition for jobs is heating up. Within this context, you’re smart to know which jobs are most in demand and where the best opportunities might be. Getting a jump on your job search and setting yourself apart will be critical if you want to land a great role.

    The Jobs Landscape

    A new study by Semrush found the top three jobs people are searching for in the U.S. are flight attendant, medical assistant and jobs in security. And the jobs with the biggest growth in searches compared to previous years are data analyst, project manager and proofreader jobs. On the other hand, some jobs are declining in popularity. These include pharmacy technician, administrative assistant, nanny, firefighter and jobs as tutors.

    What about remote or hybrid roles? Overall, hybrid is declining in its level of importance compared with things like job security, but the desire for greater flexibility about where and when people work is still important. Searches for these kinds of roles have quadrupled in popularity. Especially hot are searches for “remote jobs near me,” “part time remote jobs,” and “entry level remote jobs.”

    Tech companies are also especially popular in searches for jobs. Interest in Amazon, Meta, Google, Netflix and Apple has doubled in searches both in the U.S. and globally. Monthly, an average of 7 million people view Amazon’s career page and 1.2 million view Meta’s career section.

    Get a Jump Start

    Data on searches can inform your job search in important ways, and one of the first things you can do is act quickly. With more media coverage about layoffs or belt-tightening by companies (think: cancelling open positions), people who want new opportunities will accelerate their efforts—and you’ll want to get to the front of the line if you can.

    Search now and search regularly for new roles since things are constantly in flux, given the volatility of the market right now. In addition, companies often reduce search and hiring activities during the holidays, so now is the time to get a jump on finding and pursuing new opportunities.

    Seek Adjacencies

    If the most in-demand jobs are also on your list of those to pursue, you can expand your options by thinking creatively and considering adjacent roles. Think of these as the “adjacent possible.” For example, if you’re interested in being a flight attendant because you love the travel industry and are moved by the power of airplanes, you could consider searching other roles which are related, like gate agents, airplane mechanics or marshallers. Or if being a medical assistant seems exciting because you love healthcare, you could also consider exploring roles as a phlebotomist, an EKG tech or a medical claims examiner.

    Also expand your search by seeking related data and considering the economy and which jobs are fast-growing. The U.S. Bureau of Labor Statistics publishes a list of the 20 occupations with the highest projected percent change of employment between 2021-2031. They include jobs like nurse practitioners, wind turbine service techs, ticket-takers and projectionists for movies, restaurant cooks and data scientists.

    Activate Your Network

    The hidden job market—those jobs which haven’t yet been advertised or which are just emerging in the minds of leaders—is alive and well, and the best way to tap into these less-visible opportunities is to activate your network. Announce you’re looking for a job and ask your network for leads and support. Or if you want to be more surreptitious about your search, reach out to people privately and ask them to introduce you to others or refer you for a position.

    The most helpful people will likely be in your secondary or tertiary networks, rather than your primary network. This has recently been proven in a study by MIT. Those you know best probably know many of the same people and they’re aware of the same opportunities that you are. But those who are farther afield—and those you’re not as close to—will have access to new information or fresh intel on what roles might be available. If you’ve supported others along the way and maintained good relationships, those network connections should be especially powerful in your search.

    Focus On Your Core

    Often, when companies are pulling back or protecting their positions in a contracting market, they are more interested in hiring people who are already experts and can hit the ground running in a role. They want to hire people who have proven track records or who can demonstrate they will perform quickly and competently. As a result, you’ll want to focus on your areas of core competence and demonstrated success.

    Emphasize Your Potential

    That said, of course companies also want to hire people who will grow with them and who have future potential. Emphasize your ability to perform today, but also talk about how you are committed to learning, growth and contributing to their organization in new ways over time. It will be a balance, and the message is nuanced, but it will be worth it to articulate both your value today and your value tomorrow.

    In Sum

    If you like your current role or your existing employer, great. But if you’re looking for the next big thing, now is the time to get a jump start, jump in and jump forward in seeking a new opportunity—either pursuing what you know will be interesting or thinking creatively about similar roles which could offer new learning and growth.

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    Tracy Brower, Contributor

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  • Evergreen Podcasts and Sound Talent Media’s 2020’d Showcased in Coveted Editorial Features

    Evergreen Podcasts and Sound Talent Media’s 2020’d Showcased in Coveted Editorial Features

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    Press Release
    –

    Sep 6, 2022


    CLEVELAND, September 6, 2022 (Newswire.com)
    –
    The partnership between Evergreen Podcasts, an award-winning production house, and Sound Talent Media is making the news through their show 2020’d, a series of no-holds-barred discussions chock full of insider information. Recently, 2020’d has been featured in MetalSucks.net, Ultimate-Guitar.com, and Blabbermouth. Hosts Benny Goodman, Cory Paza, and Siobhan Cronin from the band Lost Symphony go backstage to dish perspective on guests’ unique lifestyles and prominence in the entertainment industry with guests like Richard Shaw formerly of Cradle of Filth. 

    Shaw confesses that “My B.S. tolerance seems to have lowered over the years,” as the guitar/songwriter Shaw who played with British extreme metallers Cradle of Filth discusses the impetus for his split. He has told the press: “Touring and writing and recording is the dream – it really is. But to me, it came at quite a high cost, and I wasn’t willing to pay that cost … I still get on well with the band … it just got to a point where I was, like, ‘This isn’t fun anymore.’” 

    Sound Talent Media’s growing network includes more than 25 shows focused on music and lifestyle with podcasts like The Punk Rock MBA, Axe To Grind, Chris DeMakes A Podcast, The Ex-Man with Doc Coyle and more. Since launching in 2020, the Sound Talent catalog has seen exponential growth in downloads with a slate of shows that continues to climb the charts. The network is a project of the talent agency, Sound Talent Group.

    Listen to the full interview in this 2020’d episode, and also listen to Shaw explain why he is obsessed with songwriting. 

    About Evergreen Podcasts

    Evergreen Podcasts is an award-winning production house that brings entertaining, thought-provoking content to people wherever they are. We produce podcasts that capture the everyday color of modern thinkers, influencers, and personalities. Top thought leaders and breakout brands choose Evergreen to capture inspiring stories through branded content, original shows, and partner podcasts. Ask us how our comprehensive podcast production, creative marketing, and distribution solutions can help connect your brand to a broader audience. 

    Learn more about Evergreen Podcasts and check out our complete lineup of shows. Our storytelling podcasts have something for everyone.

    Source: Evergreen Podcasts

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  • Discovery Senior Living Earns Coveted Great Place to Work Certification for 2022-2023

    Discovery Senior Living Earns Coveted Great Place to Work Certification for 2022-2023

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    More than 4,500 completed surveys from across the senior living provider organization reflected high marks for team member trust and overall experience, which surpassed the certification benchmarks and helped secure the high-profile honor.

    Press Release
    –

    May 24, 2022


    BONITA SPRINGS, Fla., May 24, 2022 (Newswire.com)
    –
    Discovery Senior Living (“Discovery”) has been awarded its first-ever Great Place to Work Certification™, company leadership announced today. Great Place to Work Institute and Activated Insights issued the certification following in-depth analysis of survey data measuring more than 60 elements of team members’ experiences on the job. These included team members’ pride in the organization’s community impact and belief that their work makes a difference and has special meaning. 

    In recent years, Discovery and its executive leadership have been at the forefront of broader, seniors housing industry-wide efforts to improve talent acquisition and retention as the industry scales up to meet the unique needs of an incoming Baby Boomer generation whose members are reaching retirement age at a rate of about 10,000 per day.   

    The company has also increasingly emphasized volunteerism and giving back and, through its Discovery Makes a Difference charitable initiative, provides financial and other backing in support of 100% team-member-selected causes and beneficiaries. Since 2021, Discovery Makes a Difference has built homes for Habitat for Humanity, rallied food and supplies for Hurricane Ida victims in Louisiana, given to local food banks, animal rescues and veterans organizations, and raised more than $50,000 for Alzheimer’s research.       

    “Being awarded a Great Place to Work Certification™ is a prestigious honor, but it’s also indicative of a much larger and longer-lasting commitment by our organization to be a steward and champion for its people,” said Lisa Lacy, Senior Vice President of Human Resources for Discovery Senior Living. “This distinction has been born from meticulous, multi-year efforts to make Discovery a haven for attracting and retaining the industry’s top talent and preserving and protecting the culture of excellence and innovation that’s long been a pillar of the company’s identity.” 

    With headquarters in Southwest Florida and a national, multi-branded portfolio of 110 communities spread across 19 states, Discovery last year became a top-10 senior living provider organization and has now posted 30% annual growth for eight (8) consecutive years.

    About Discovery Senior Living

    Discovery Senior Living is a family of companies that includes Discovery Management Group, Morada Senior Living, TerraBella Senior Living, Discovery Development Group, Discovery Design Concepts, Discovery Marketing Group, and Discovery At Home, a Medicare-certified home healthcare company. With almost three decades of experience, the award-winning management group has been developing, building, marketing, and operating upscale senior-living communities across the United States. By leveraging its innovative “Experiential Living” philosophy across a growing portfolio of more than 13,000 existing homes or homes under development, Discovery Senior Living is a recognized industry leader for lifestyle customization and, today, ranks among the 10 largest U.S. senior living operators and providers. 

    Media Inquiries: 

    Heidi LaVanway, Vice President of Marketing

    HLaVanway@DiscoveryMGT.com| 239.301.5330

    Source: Discovery Senior Living

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