• A personal injury lawyer apologized for filing court documents with fabricated quotations.
• The lawyer told the judge that he had begun using software from a venture-backed startup called Eve.
• The episode highlights a growing risk for the startups selling artificial intelligence to lawyers.

Lawyers keep getting burned by artificial intelligence that invents cases and makes up quotes. Now, some attorneys are naming the software they used.

Last month, a Louisiana personal injury lawyer apologized after submitting briefs that cited a real court decision but quoted passages that didn't exist. The mistakes appeared in two filings in the 19th Judicial District Court in Baton Rouge and were flagged by opposing counsel.

"I'm trying to understand how I made this mistake," Ross LeBlanc, a partner at Dudley DeBosier, wrote in a private letter to Judge William Jorden on March 27. Earlier this year, he said, he began using an artificial intelligence program called Eve to draft pleadings. At first, he checked the citations often. "They were always correct when I checked them," he wrote.

That consistency gave him confidence, and eventually, he stopped checking, he said.

"I never thought this could happen to me," LeBlanc wrote, adding that he could not be sure whether the mistake involved Eve's software or if he copied and pasted something too hastily.

Jay Madheswaranm, Eve's chief executive, told Business Insider on Thursday that after a close audit of the case with Dudley DeBosier, the company confirmed Eve "did not hallucinate any case citations in this matter," including any fabricated quotations.

Courts have slapped sanctions on attorneys for filing briefs with errors created by artificial intelligence — often called "hallucinations." Last week, Sullivan & Cromwell, one of the country's oldest and most elite law firms, apologized to a federal judge over a similar slip-up.

What's new here is the blame game. When an attorney names the tools involved, the companies behind the software are put in the spotlight and could face reputational repercussions.

Legal software companies like Harvey, Legora, and Eve have raised billions of dollars on the promise that they can make lawyers faster — and offer firms a level of reliability that general-purpose tools can't match. If their software starts to embarrass customers in court, that trust erodes.

Damien Charlotin, a French researcher who tracks hallucinations in court filings, estimates that fewer than 10% of cases identify the software used. Many lawyers, he suspects, keep that part private because they're relying on free chatbots like ChatGPT or other off-the-shelf tools that may not be authorized for client work.

Last year, a Latham & Watkins lawyer defending Anthropic in a copyright lawsuit made headlines after citing an article that does not exist. The lawyer said the mistake stemmed from using Anthropic's own chatbot, Claude, which fabricated an article title and authors.

Eve builds software for plaintiff-side lawyers using large language models, helping them draft documents, map out medical histories, and send and respond to discovery requests. The company was valued at $1 billion after it raised a $103 million funding round about a year ago. Madheswaranm said Eve now processes more than 200,000 documents and other results a month — up around 100-fold from a year ago.

LeBlanc told the judge that he had been wary of the technology generally because of the "horror stories" about hallucinated case law. He said he was persuaded after Eve pitched the tool to his firm and assured attorneys it had safeguards to reduce errors. He believed the risk was limited as long as he conducted his own legal research and directed the software to rely only on approved sources.

Then, opposing counsel in the personal injury case pointed out his mistakes.

LeBlanc's apology surfaced this month in a separate case involving a trip-and-fall at a Lowe's store. The opposing counsel found hallucinations in a brief filed by Dudley DeBosier and included LeBlanc's letter in a request urging the court to expand its inquiry into possible sanctions.

Dudley DeBosier has filed a motion to strike opposing counsel's request because it says the cases are unrelated. The firm also indicated that a lawyer used Claude to help draft the brief in the Lowe's case.

It's a view widely shared across software companies and law firms that artificial intelligence can assist in research and drafting, but responsibility for the final product remains with the human who signs the filing.

Madheswaran said Eve makes that explicit in its contracts and onboarding with new customers. The software also includes features designed to catch errors before they reach a courtroom, though they don't always work. Some errors are harder to spot than others, he said. Confirming a case exists is easier than verifying a quote is exact.

As the legal profession races to adopt artificial intelligence, mistakes are more likely to be caught. Courts are getting wiser to the technology, and opposing counsel are adjusting their tactics. Instead of only attacking legal arguments, lawyers are scanning filings for errors that could undermine the other side's credibility.

Chad Dudley, a founding partner of Dudley DeBosier, a firm with about 40 attorneys, said it trains its lawyers to carefully review generated results and requires them to agree to use the technology responsibly.

For his part, LeBlanc said he hopes other lawyers learn from his mistake. He told Business Insider on Thursday that Eve helped him move faster under time pressure, but after the errors surfaced, he felt "sick to my stomach" and couldn't sleep.

"I'm responsible for checking everything, no matter what technology comes along," he said.

He doesn't blame Eve for the blunder. Still, he's setting the tool down for now.

"I feel like, given what happened," he said, "it's fair to have a cooling off period, you know, touch grass."

Have a tip? Contact this reporter via email at mrussell@businessinsider.com or Signal at @MeliaRussell.01. Use a personal email address and a non-work device; here's our guide to sharing information securely.

• My family of four tried the "family pack" meal deal at Texas Roadhouse.
• For $55, we got four steaks, two sides, a dozen rolls, and a salad. It was all tasty.
• It felt like a great value, and I loved not having to eat inside a Texas Roadhouse to enjoy it.

As much as I love a good steakhouse chain like Outback and LongHorn, Texas Roadhouse has never really impressed me much.

I've always associated the chain with shell-your-own peanuts, loud music, and mediocre steak — and the few sit-down meals I've had there were just OK.

Recently, though, Texas Roadhouse's "family pack" menu caught my eye after I saw several Instagram reels from moms swearing by it. Several described the packs as a great dinnertime hack for feeding your family affordably and fast at home.

So, on a rare weekend night when my husband and two teenagers were all at home together, we picked up Texas Roadhouse's $55 sirloin-steak family pack.

Texas Roadhouse offers several different family packs for pickup or curbside orders.

There are several family packs on offer at the chain restaurant, from chicken-tender dinners to pulled-pork meals, all of which come with a salad, two shareable side dishes, and rolls with cinnamon butter.

Each is priced between $40 and $55, which seemed like a deal to me, considering the last time my party of four visited a Texas Roadhouse, a similar meal cost three times as much.

To place our order, I visited the Texas Roadhouse website on my phone, selected the meal I wanted, chose a pickup time, and paid.

Immediately after ordering, I started receiving text-message updates about the status of my order, including how to pick it up.

Later that evening, my husband got our food from Texas Roadhouse's curbside pickup. He texted his parking-space number to the restaurant and waited for our order to be brought out to his car.

The whole process was incredibly easy.

Our $55 meal came with four steaks, two sides, a salad, and rolls.

We chose the sirloin family pack for $55, which came with two 8-ounce and two 6-ounce steaks.

When I placed the order, the default cooking temperature was medium, with no option to change it. Luckily, that's how we prefer our steaks cooked anyway.

We also had to choose between a house or Caesar salad, then pick two sides from a list of mashed potatoes with gravy, corn, green beans, and seasoned rice.

Additionally, we could've paid extra to add drinks like a gallon of sweet tea or lemonade to our meal, but we stuck with the basics.

The sirloin steaks were moist and perfectly cooked.

Our four steaks were cooked perfectly with light-pink centers in line with a medium cook.

Out of curiosity, my husband checked each steak's temperature with an internal thermometer and found that each fell between the range that's considered medium, about 140 to 145 degrees Fahrenheit.

The steaks had beautiful grill marks and a perfect char-grilled flavor on the outside, while remaining moist and tender on the inside.

We all agreed these were the best steaks we've had from Texas Roadhouse.

There were plenty of side dishes to choose from.

As the mom of one picky eater and one kid who will try anything, I appreciated the number of side dishes there were to choose from, from green beans to seasoned rice.

I gladly let my kids pick since everything sounded good to me. Their choices were mashed potatoes with brown gravy and buttered corn, each was served in a huge 16-ounce portion.

Both sides were really delicious and simple. They made perfect accompaniments to our tasty steak, and we had plenty of leftovers afterward that my kids snacked on throughout the week.

My teens were thrilled by the rolls and cinnamon butter.

My kids fondly remember visits to Texas Roadhouse because of the chain's iconic cinnamon butter and golden-brown rolls.

With our family meal, we received a dozen warm rolls and a tub of cinnamon butter so large that we eventually threw half away.

My kids downed most of the rolls during our meal and loved having a few left over to warm in the microwave and slather with cinnamon butter later in the week.

The meal came with so much food that we saved the salad for the next night.

For our order, we chose the Caesar instead of the house salad since it's among my daughter's favorite foods.

It came in a 9-by-11-inch aluminum pan along with several containers of Caesar dressing. As I unpacked the meal, I suggested we use the salad for dinner the next day, since we had so much food to eat — my family agreed.

The following night, we paired it with grilled chicken I quickly whipped up to make it into a full dinner. It was a delicious meal, and I'm glad the salad kept well in the lidded aluminum tray.

The lettuce was still nice and crunchy, and the croutons were, too.

Overall, the tasty dinner fed us twice and seemed like a really great value.

When it comes to this Texas Roadhouse meal deal, I truly have no notes.

For the price, we received 32 ounces of well-cooked, sirloin steak, two pounds of side dishes, a dozen rolls, and a gigantic pan-full of salad.

The $55 price tag ($58 after tax) seemed well worth it to me. Plus, some of the other meals available, like pulled pork or pork chops, only cost $45.

I honestly enjoyed Texas Roadhouse's food way more in the privacy of my own home, away from its loud music and bustling bar scene.

I'd absolutely order this deal again to feed my family, and I'll also keep it in mind the next time I get a meal train sign-up email for someone in need.

It would be perfect for dropping off at a friend's or neighbor's house, especially since everything was packaged up so well with coordinating, air-tight lids.

The pack contained so much food that a small family could easily stretch it for a few days.

This story was originally published on September 1, 2025, and most recently updated on April 29, 2026.

• Around 600 Google employees urged CEO Sundar Pichai to reject classified Pentagon AI deals.
• They said they want to see AI benefit humanity, not be used for autonomous weapons or surveillance.
• Google and the Pentagon are in talks to use Gemini in classified settings, per a recent report.

Around 600 Google employees sent a letter to CEO Sundar Pichai on Monday, urging him not to let the company's AI technology be used by the US military for classified operations.

The letter, signed by employees in Google's DeepMind and Cloud divisions, cited a recent Information report that Google and the Pentagon were negotiating the use of Google's Gemini AI in classified settings.

"As people working on AI, we know that these systems can centralize power and that they do make mistakes," the employees wrote in the letter. "We feel that our proximity to this technology creates a responsibility to highlight and prevent its most unethical and dangerous uses."

"Currently, the only way to guarantee that Google does not become associated with such harms is to reject any classified workloads," employees continued in the letter. "Otherwise, such uses may occur without our knowledge or the power to stop them."

Google didn't immediately respond to a request for comment from Business Insider. Google has not yet responded to the letter, said Jane Chung, the founder of Justice Speaks, a communications firm representing the workers. Bloomberg first reported on the letter.

Google has long faced internal pushback to its efforts to work with the US military. In 2018, it decided not to renew Project Maven, a Department of Defense contract to integrate AI into military operations, following pressure from hundreds of employees. Palantir later picked up the deal.

The same year, Google established a set of AI principles, including a pledge not to use AI for weapons or surveillance. Last year, it updated those AI principles to remove wording around weapons and surveillance.

The company also secured new contracts with the Pentagon last year to use its AI and cloud products. In March, the company said it would provide the Pentagon with AI agents in a non-classified setting. It also told Google DeepMind employees during a January meeting that they should expect more of these types of deals.

In the letter, Google employees raised concerns that classified work would lead to a lack of oversight into how the company's technology is used.

"We want to see AI benefit humanity; not to see it being used in inhumane or extremely harmful ways," the employees wrote. "This includes lethal autonomous weapons and mass surveillance but extends beyond."

Read the full letter below:

Dear Sundar,

We are Google employees who are deeply concerned about ongoing negotiations between Google and the US Department of Defense. As people working on AI, we know that these systems can centralize power and that they do make mistakes. We feel that our proximity to this technology creates a responsibility to highlight and prevent its most unethical and dangerous uses.

Therefore, we ask you to refuse to make our AI systems available for classified workloads.

We want to see AI benefit humanity; not to see it being used in inhumane or extremely harmful ways. This includes lethal autonomous weapons and mass surveillance but extends beyond. Currently, the only way to guarantee that Google does not become associated with such harms is to reject any classified workloads. Otherwise, such uses may occur without our knowledge or the power to stop them.

Making the wrong call right now would cause irreparable damage to Google's reputation, business, and role in the world. At this very moment, the safety of our own workforce and critical infrastructure are under active threat. Human lives are already being lost and civil liberties put at risk at home and abroad from misuses of the technology we're playing a key role in building.

We know from our own history that our leaders can make the right choices, for ourselves and for the world, when the stakes are high.

Today, we call on you, Sundar, to act according to the values on which this company was built, and refuse classified workloads.

Bernie Sinclaire calls herself a "mommunist."

For nearly two years, the 38-year-old has raised kids with her best friend in their shared Manhattan apartment — and she couldn't recommend the setup more. She and Anabelle Gonzalez, 39, have a household rhythm: they trade off chores, cooking, and doing crafts with their elementary-age children. Better yet, the pair splits bills in one of America's most expensive cities.

"We'll be laughing on the couch, playing with our kids, and dinner is made, and the kitchen is cleaned," Sinclaire told Business Insider. "It's been mind-blowing to be able to just sit and talk. That was not something that I experienced when I was in a relationship, and it was not something I was able to enjoy as much when I was a single mother."

In a city where paychecks are stretched thin and monthly daycare costs rival rent expenses, New Yorkers are pinching pennies. A recent report from the Mayor's Office found that it costs the average family $159,000 to live and raise children in the five boroughs, and that's just for basics like housing and healthcare. Sixty-two percent of all residents — and the vast majority of single-parent households — don't earn enough to meet their cost-of-living threshold. It's hardest for mothers, who are often paid less than men and shoulder more childcare responsibilities.

New York City Mayor Zohran Mamdani took office with a mandate to make the city more affordable. He has announced a plan for universal childcare for toddlers and preschoolers, which builds on the existing NYC Public School free 3-K program. Other proposals aim to lower the cost of apartments, buses, and food. It's a big task, especially as the city's housing demand continues to outpace supply.

To make ends meet, Sinclaire and Gonzalez became a dual-income household with a combined $200,000 — and really fun wallpaper.

"This is not the Mojo Dojo Casa House," Sinclaire said, referring to Ken's bachelor pad in the "Barbie" movie. "This is the Barbie Dream House."

'A utopia'

The concept of a "mommune," or commune of moms, has always made sense to Sinclaire. She was raised in Italy by a single parent, and said she watched her mother have to "choose between poverty and partnership." She wanted to avoid being financially dependent on a man.

"That was a dream and a wish from early on: to create a family not centered on male partnership and not centered on romance," she said. "Friendships are way more long-lasting, and it didn't make sense to me to have my children's welfare and financial security hinge on something that data shows over and over again is not really working for most women."

Sinclaire and Gonzalez met at an NYC graduate school in 2013 and stayed in touch when they became mothers. Sinclaire has two sons, ages 4 and 9, and Gonzalez has a 7-year-old daughter. Gonzalez had divorced when Sinclaire pitched moving in together.

"It took me time to process because you don't really hear about that type of alternative family," said Gonzalez, who grew up in Brooklyn. She didn't agree right away. "At first I was like, 'Okay, girlie, I love you, but what are you talking about? Then I cried at the end of the conversation because it sounded like a utopia."

The pair initially settled into Sinclaire's existing two-bedroom apartment, then upgraded to a three-bedroom, two-bathroom Harlem unit costing $4,550 a month. Their monthly rent is roughly $600 higher in the new place, but they say the space is essential as their kids grow. Their two incomes allow them to stay local. In upper Manhattan, about 52% of renter households spend 30% or more of their income on housing, the threshold housing economists typically define as unaffordable.

Both women teach at the same public high school, and said their finances have become more stable since they began sharing costs. Last year, Sinclaire earned $94,278 after deductions and Gonzalez earned $106,952, tax documents reviewed by Business Insider show. They split the $600 monthly grocery bill 50/50, then Gonzalez covers WiFi, and Sinclaire pays the electricity bill.

Childcare is divided, too. Sinclaire's youngest son is now old enough for free 3-K (which saves over $1,000 each month), and the others are in public school. The two moms trade drop-offs, pick-ups, and watching the kids. When there's a gap, they call their part-time caregiver. "She's been with us forever," Sinclaire said. "And we don't have as many hours for her as we did before, but she's our lifeline." Their monthly childcare costs average $600, with Sinclaire paying a larger share because she has two kids.

Since starting the "mommune," Sinclaire said she saves about $1,200 more each month, which goes to her emergency fund, retirement, and kids' college accounts. Gonzalez said they also spend less on takeout and impulse purchases because they can split household responsibilities and avoid burnout — something that wasn't the case in either of their previous relationships. That time and energy savings can't be overstated, she said.

"You want to be honest about your soul and boundaries and your lifestyle up front," Gonzales said. "Talking about money is uncomfortable — and it has been uncomfortable for me and for Bernie because it was the first time we, as friends, were talking about it — but it's important to talk and be honest about money."

'A New Yorker forever'

Gonzalez is the first to wake each morning to start breakfast. "I don't do measurements," she said, but each plate turns out delicious anyway. Sinclaire — a recipe loyalist — prefers cooking dinner.

Their children act like siblings and enjoy playing together, with occasional squabbles. The moms are each other's support system, and treat all three kids like their own.

"I think that if you're blessed to have a big community, you might not see this as something very different," Sinclaire said. "But if you are, like many mothers, 'default parenting,' and you're overwhelmed and you've lost your sense of self, friendship is lifesaving."'

Sharing a life has given the two more space for their creativity. Gonzalez co-owns a clothing brand. Sinclaire has been able to spend more time on art and is turning years of handwritten journals into a book. Saving money has also given the family more resources to travel. They took the kids to Mexico recently and plan to take their "first solo mommy trip" to Turks and Caicos this summer.

The pair hasn't sworn off romance, but they wouldn't trade it for the "mommune."

"A lot of times people are like, 'This is crazy, that you're going to move in with another woman,'" Sinclaire laughed. "And I said, 'How is that more crazy than moving in with a man that you met online and having children with him?'"

"Yes, we do date," Gonzalez added. "But anybody who dates people will understand that you live in your house and I live in mine."

Even when the kids get older and move away, the moms don't think they'll part ways. There are simply too many Jon Hamm TV shows, Cardi B albums, and nightlife spots for them to appreciate together. They see the "mommune" lasting long past their child-rearing years.

Plus, rent isn't getting any cheaper, and neither of them wants to leave NYC.

"I'm a New Yorker forever," Gonzalez said. "I love my city."

• US Air Force A-10 Warthogs were part of the rescue operation for downed airmen in Iran.
• The A-10s were in a "Sandy" role supporting search and rescue.
• The Air Force has pushed for the retirement of its A-10 fleet, deeming them obsolete.

US Air Force A-10 Warthogs, decades-old attack aircraft the service has been pushing into retirement, were part of the risky rescue missions to retrieve downed American airmen in Iran.

The Warthogs flew in their "Sandy" roles, supporting search and rescue while engaging in close-in battles at low altitudes. The rescue marks the latest involvement of the A-10 in the US war in Iran despite the Air Force's plans to imminently shelve its remaining fleet.

Air Force Gen. Dan Caine, chairman of the Joint Chiefs of Staff, shared details on the aircraft used in the mission during a Monday briefing on the rescue of the pilot and weapon systems officer after an F-15E Strike Eagle was shot down over Iran last week.

Caine said that a task force including A-10 Thunderbolt II attack aircraft, commonly called Warthogs, "audaciously penetrated enemy territory in broad daylight" to rescue the F-15E pilot. "This was an incredibly dangerous mission," he added, sharing the task force faced Iranian fire while locating and retrieving the downed pilot.

In the operation, the A-10s, along with other aircraft, including drones, flew in so-called "Sandy" roles, "violently suppressing and engaging the enemy in a close-in gunfight" to draw attention away from the rescue activities, as well as keep the enemy at bay.

During the engagement, one A-10 aircraft was hit by enemy fire. The pilot flew it into friendly airspace but determined that they wouldn't be able to land it. The pilot ejected as the plane went down. They were recovered safely.

"A 'Sandy' has one mission: get to the survivor, bring the rescue force forward, and put themselves between that survivor on the ground and the enemy," Caine said.

The "Sandy" role originated during the Vietnam War as the call sign for A-1 Skyraiders leading combat search-and-rescue missions. These aircraft located downed airmen, coordinated rescue efforts, and suppressed enemy fire to protect helicopters.

As the A-1 retired, the Sandy role — a mission, not a platform — passed to aircraft like the A-10 Warthog.

These “Sandy" aircraft are part of the larger CSAR package, which includes HH-60 helicopters and highly trained rescue personnel, HC-130 refueling tankers, fighter escorts, and intelligence, reconnaissance, and surveillance assets.

"The A-10 force and the rescue force did a fantastic job," Caine said Monday. Earlier in the war, the top general highlighted the involvement of Warthogs in hunting down Iranian fast-attack boats in the Strait of Hormuz.

The A-10's days are, however, numbered. The Air Force is planning the aircraft's retirement, though it has run into roadblocks. Congressional intervention has repeatedly thrown the attack plane a lifeline and prevented the service from fully retiring the entire fleet. There are over 160 Warthogs in service.

Pushing for the retirement of the fleet, Air Force leadership has previously argued that "the aircraft does not deter or survive against our pacing challenge," a reference to China. The service has been looking into whether F-35A Lightning II stealth fighters can fulfill the A-10's missions, such as close-air support. Supporters of the A-10 argue no other aircraft can currently fulfill its missions.

The A-10 was introduced in the 1970s and intended to be a tank-killer capable of blunting a Soviet armored assault. It can carry rockets, missiles, and bombs, but is best known for its 30mm GAU-8 Avenger seven-barrel Gatling-style autocannon.

• Meta has set goals for some employees on how much they should use AI.
• They include targets for using AI code assistants, agents, and other tools.
• Meta CEO Mark Zuckerberg has said he wants the company to be "AI-native."

Mark Zuckerberg wants Meta to be "AI-native." An internal document shows one way the company's CEO plans to get there.

The company has set goals for how much some employees should use AI tools for tasks such as coding.

Meta employees created a document to collect information about these goals from across different organizations, according to a copy seen by Business Insider. It includes goals set late last year and for 2026.

Tech companies are using various methods to motivate staff to use AI, such as tying AI use to performance reviews and gamifying AI use with competitive leaderboards.

The document states that Meta's creation org, which is responsible for building and maintaining core creative experiences, set a goal for the first half of 2026 that 65% of engineers are expected to write more than 75% of their committed code using AI. Committed code is code that has been saved and tracked in a project.

Meta's Scalable Machine Learning org, which focuses on AI models and infrastructure, had a goal for February 2026 to achieve 50% to 80% AI-assisted code, the document said. It cited a comment alongside this goal from a senior engineering manager that said: "We are not tracking this via metrics."

The document also listed several companywide goals for Q4 2025 for central products — a horizontal org spanning Messenger, WhatsApp, Facebook, and other major products. One target is for 80% of mid to senior-level engineers to adopt AI tools such as DevMate, Metamate, and Google's Gemini, with a note that the focus is on "tool adoption" rather than the percentage of code written by AI.

It said that 55% of code changes from software engineers across the central product orgs should be "Agent-Assisted."

It is not clear whether the goals listed in the document are tied to performance reviews.

"It's well-known that this is a priority and we're focused on using AI to help employees with their day-to-day work," a Meta spokesperson told Business Insider. They said that Meta's performance program is focused on rewarding impact from AI tools, not just usage.

Here's a breakdown of Meta's goals in the memo:

• Companywide Q4 2025 Goals (Central Products)

  • 55% of software engineers' code changes should be agent-assisted.
  • 80% of mid to senior-level engineers should adopt general AI tools.

• Scalable ML Team Goal (Feb 2026)

  • Target: 50% to 80% AI-assisted code.

• Creation Org H1 2026

  • 65% of engineers should write more than 75% of their committed code using AI.

(Note: Some technical terms have been rephrased for clarity)

Mark Zuckerberg's AI odyssey

Zuckerberg is aggressively trying to make Meta what he has called an "AI-native" company. Meta has started tying employee performance to their AI usage, Business Insider reported last year, and staff are using Meta's internal AI bot to write reviews for their peers.

More recently, the company rebranded some employees within a division of Reality Labs with one of three titles: "AI Builder," "AI Pod Lead," or "AI Org Lead."

The change comes as Meta is adopting smaller teams and moving toward a flatter organizational structure.

"Our ultimate goal is to drive a step change in engineering productivity and product quality," read a memo about the changes, which was reviewed by Business Insider. "To achieve this, we're fundamentally rewiring how we operate, how we are structured, and how we support each other."

Andrew Bosworth, Meta's CTO, told staff on Tuesday that he would take charge of Meta's "AI for Work" initiative, which is designed to boost the company's internal adoption of AI tools, according to a memo reviewed by Business Insider and first reported by The Wall Street Journal.

Meta laid off several hundred employees across Reality Labs and other orgs this week.

Have something to share? Contact this reporter via email at hlangley@businessinsider.com or Signal at 628-228-1836. Use a personal email address and a non-work device; here's our guide to sharing information securely.

• JPMorgan software developers say the bank is raising its expectations for AI use.
• Internal company communications reveal the bank's new AI targets.
• The updated objectives affect members of its global developer workforce.

JPMorgan Chase's message to its global armada of software developers is clear: embrace AI or risk falling behind.

Internal company documents seen by Business Insider and posted to JPMorgan's intranet for employees lay out a series of new expectations for the bank's software engineering workforce, who comprise the majority of its 65,000-person-strong Global Technology division. The newly listed objectives, published on the intranet earlier this month, say all software and security engineers are expected to "drive excellence" by adopting AI and "contributing to initiatives that improve productivity, speed, scalability, and impact."

One document authored by the bank's human resources leaders laid out two core objectives for software engineers: step up their coding game, and start harnessing AI to save time and get more done. The new language about objectives "will be added automatically and will appear by the end of March," an image of the document on the intranet showed — a reference to upcoming changes to employees' goals expected to take effect at the end of this month. The firm also instructed workers to develop clear goals with their managers that align with the bank's new objectives.

"Demonstrate measurable improvement in code quality, speed and productivity through regular use of approved AI coding assist tools, contributing to the team's overall efficiency targets," read one goal written by HR. "Engage in identifying, implementing and optimizing AI-driven automation opportunities within technology lifecycle management (TLM) processes to drive efficiency and support capacity unlock initiatives, ensuring all enhancements leverage current technology assets before considering new solutions."

A spokeswoman for JPMorgan declined to comment.

JPMorgan is among Wall Street's biggest spenders on technology and artificial intelligence, with projected tech investments reaching roughly $20 billion in 2026 — far exceeding peers like Goldman Sachs. Across corporate America, companies including Meta and Google have begun pushing employees to adopt AI tools and, in some cases, evaluating their use.

Business Insider spoke to five engineers across the bank who said the push to adopt AI has been felt far and wide — in managerial conversations, in intranet posts, and through dashboards that display who's using certain AI tools, and who's not. They added that discussions about productivity and AI adoption have become more frequent in recent weeks. It all comes as developers get ready for a pilot of Anthropic's Claude Code to be rolled out as soon as April, said a longtime IT developer in the Global Technology group. Claude Code would be made available alongside the four other large language models coders are already using: two from OpenAI's ChatGPT, and two from Anthropic's Claude.

'Anxiety' among developers

The developers Business Insider spoke to said they've been encouraged to use AI tools for a wide range of tasks, from writing code to preparing presentations. One dashboard that tracked adoption and usage of the bank's GitHub Copilot appeared to show details as granular as which employees had installed it and identified individuals as "light," "heavy," or "non" users.

For some, the message has added pressure inside a firm that has drawn scrutiny in recent years for its use of internal monitoring tools and performance tracking. Business Insider published a series of reports on the firm's Workforce Activity Data Utility in 2022, a program that collected data points about how employees were spending their day — from the length of video calls to how long they spent drafting emails to where they were sitting in the office.

"There's a lot of anxiety in the environment right now," the longtime IT developer said. Those who don't use AI risk being seen as underperforming, the developer said. Another developer said their manager said in a recent meeting that availability of the new AI tools comes with an "expectation" that velocity and output should show "a noticeable increase" quarter over quarter.

Three of the five developers Business Insider spoke to said the tools are helpful, despite discomfort over the tracking.

New performance dimensions

The updated guidance on AI use comes as the bank implements other adjustments to how it ranks workers' success on the job. Going forward, the bank said on the intranet portal, it's streamlining some of the primary "dimensions" it uses to grade employees, pivoting to using two categories: "what you achieve" — business outcomes — and "how you achieve it," including adherence to the firm's behavioral principles.

According to screenshots from the bank's intranet, JPMorgan will segment workers into three buckets: "stand out" for those who exceed job standards, "achiever" for the majority of employees, and "needs improvement" for those who require "additional support" and have struggled to perform consistently.

Another page Business Insider reviewed listed skills non-managers working in software engineering were expected to display across "all performance dimensions." One is "Data Fluency," noting that the skill is applied by those who develop and drive "adoption of new tools or methodologies to leverage data in the flow of work." "Rate of adoption" is cited as one measurement of the employee's impact toward exhibiting the skill in practice.

The documents from the JPMorgan intranet echo the firm's long-standing culture of internal monitoring and data collection, making clear that continuous performance tracking is vital for keeping workers on target throughout the year.

"You and your manager will use your objectives to track your progress during the year, recognize impact, and streamline your annual review," the firm wrote on an internal page tied to goals.

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• A large division within Meta Reality Labs is undergoing an overhaul to become fully "AI-native."
• The unit is now organized into "pods" made up of "AI builders" and "AI pod leads."
• This new push and the latest layoffs at Reality Labs are unrelated, Meta said.

Meta is rebranding some employees as "AI builders" and organizing them into AI-native "pods," according to a leaked memo obtained by Business Insider.

The memo described an overhaul of roles, titles, and team structures across a 1,000-employee team within Meta's Reality Labs. It's part of a broader, aggressive push by Meta to adopt small teams and use AI.

The pilot program was announced last month within the Reality Labs team that builds developer tools. Everyone in the division will now have one of three titles: AI Builder, AI Pod Lead, or AI Org Lead. That's to encourage a shift toward a flatter organization, a structure that Meta CEO Mark Zuckerberg has advocated.

"Our ultimate goal is to drive a step change in engineering productivity and product quality," the memo reads. "To achieve this, we're fundamentally rewiring how we operate, how we are structured, and how we support each other."

When asked for comment, Meta referred Business Insider to comments earlier this year from Zuckerberg that 2026 is the year AI will begin to "dramatically change the way we work," with projects that once required large teams potentially handled by one, "very talented" person.

According to the memo, each pod consists of a small group of AI builders focused on specific outcomes, often working across disciplines. For example, engineers could take on design work, depending on the task. Some Meta employees have already begun referring to themselves as AI builders on LinkedIn, Business Insider previously reported.

These pods are led by Pod Leads, who oversee day-to-day operations. They are, in turn, overseen by Org Leads, who also manage performance reviews and oversee promotions — processes that will be supported by unspecified "AI systems."

The memo said that the overall team size will remain the same under the new structure.

Meta laid off hundreds of staff on Wednesday, and this cut affected staff in Reality Labs, among other teams. A Meta spokesperson said the reorganization is not related to the cuts.

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• Arm announced its own AI chip, the AGI CPU, and is partnering with OpenAI and Meta.
• The new Arm AGI CPU aims to address energy efficiency and memory constraints in AI data centers.
• Despite strong growth prospects, Arm faces competition from established players like Nvidia and AMD.

Arm has long run its business as an architect behind the scenes, designing chips that power almost all the world's smartphone and making money off royalties from the chips it designs for customers.

Now, Arm is changing it up by announcing its own AI chip, the Arm AGI CPU.

Arm CEO Rene Haas said Tuesday at a company conference that this massive pivot wasn't just an internal strategy shift—it was a direct plea from the world's most powerful AI giants. The company name-dropped OpenAI and Meta as major partners for this chip.

"The biggest reason we're doing this is that our partners have asked for it," Haas said Tuesday.

With energy constraints and memory shortages, the AI boom has created a massive bottleneck in data centers. Faced with this demand, Arm stepped up with an AI chip that it says is more energy-efficient. Arm says it sees a $1.5 trillion market opportunity as it moves into AI chips for cloud, edge, and physical AI.

Arm stock was up by more than 18% on Wednesday. Mizuho analysts wrote that they see "strong growth opportunities" for Arm in AI infrastructure and the automotive industry. Bank of America research analyst Vivek Arya wrote in a note to investors that the company's outlook could be "too ambitious."

Meta and OpenAI partner with Arm

Meta has been building out data centers at a massive scale to power its apps and its latest superintelligence ventures. Santosh Janardhan, head of infrastructure at Meta, said Tuesday onstage that its coming "Hyperion" cluster could draw 5 gigawatts of power, enough to power 50 towns the size of Palo Alto.

"If we met the performance, we couldn't get the power. If we got the power, we wouldn't get the performance," Janardhan said.

This sparked an engineering project within Meta, where engineers were "working 'round the clock" to port its systems to Arm in three months, said Paul Saab, a Meta engineer.

"I didn't even ask my boss here for permission to buy these machines or even start the project," Saab said onstage.

While Saab says he saw major performance benefits, at the time, there wasn't an Arm chip available to buy.

OpenAI faced a similar problem. Its compute demand has grown massively as it trains and runs its ChatGPT models, its AI coding tool Codex, and more.

"That is one of the most common things I hear inside OpenAI. I need more compute," Kevin Weil, vice president of OpenAI for science, said onstage, adding that it needed chips that were energy-efficient.

Arm said it expects this chip to generate $15 billion in revenue by fiscal 2031.

The chip market is 'getting very crowded'

Arm faces the risk that the CPU market is "getting very crowded," Arya wrote in his analyst note. Other competitors, such as AMD, Nvidia, and Intel, have more CPU products and more established customers. Notably, both Meta and OpenAI also work with AMD and Nvidia, which could leave "limited" opportunity for Arm's new CPU, Arya wrote.

"Moreover, the bigger AI grows, the more pressure ARM's smartphone/consumer markets would have from limited memory supplies," Arya wrote.

That said, the increasing demand has led many customers to turn to chip companies beyond Nvidia for their computing needs. Both Meta and OpenAI also work with Broadcom to build AI chips.

The rise of AI agents has also led to greater demand for inference, or how AI models draw conclusions and make predictions. While Nvidia's core AI chips, the GPUs, dominate AI training, CPUs like Arm's AGI CPU can also help with inference. Nvidia also recently made moves into this market.

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• On Tuesday, Meta advised some employees to work from home. The next day, the company began layoffs.
• Getting laid off remotely offers privacy, but can feel isolating — for affected employees and survivors alike.
• Would you rather find out about layoffs in an office or while working remotely? Take our survey.

Getting laid off sucks, yet how it happens matters, too.

On Tuesday, Meta told some employees to work from home the next day, ahead of the company's latest round of layoffs. The move touches on an anxiety familiar to many: not only whether you'll get cut, but how — and where — you'll find out.

Six years on from the start of the pandemic, many desk workers remain in hybrid roles. That's shifted the mechanics of layoffs. What was once typically handled in a conference room or the boss's office might now unfold on a screen or by email.

As more companies trim their workforces, the question is carrying greater weight. It may not have an easy answer.

"You can have poor execution in person. You can have poor execution remotely," said Sarah Rodehorst, cofounder and CEO of Onwards HR, which helps companies manage severance and offboarding.

At home vs. IRL

Being at home can allow people to process the news on their own terms — without the risk of crying in front of colleagues. It can also pose fewer security concerns for companies worried about employees lashing out on their way out the actual door.

Making cuts from afar can also make it easier on managers, who don't have to directly face the person they're letting go, said Ben Hardy, a clinical professor of organizational behavior at London Business School.

"It's a bit like divorcing someone through text message," he said of cutting jobs where one person delivers bad news to many others. It's too impersonal, Hardy told Business Insider, for an intimate topic. One-on-one communication is better, he said.

Getting laid off in-person might mean trying to hold it together in front of colleagues, yet it can also give people a chance to say goodbye to coworkers and make plans to keep in touch — or gather afterward to commiserate.

Ultimately, what matters most is handling layoffs with empathy and preserving the human element, said Rodehorst.

Calling someone into an office only to lay them off might not always be the best decision, she told Business Insider.

"Remote can actually preserve some privacy," Rodehorst said.

Of course, layoffs generally feel awful in any case. Some workers have pushed back at cuts via video, saying that it feels impersonal.

What do you think?

How do you feel about where layoffs should take place? Take our poll.

• Meta and YouTube were found negligent in a landmark social media addiction trial.
• The case centered on a woman who said social media harmed her mental health from a young age.
• The case is viewed as a key test of how juries may see dozens of similar pending lawsuits.

Meta and Google were found negligent in a social media addiction trial in Los Angeles on Wednesday, potentially setting the stage for dozens of similar lawsuits that have been brought against Big Tech companies.

The case centered on a 20-year-old woman, identified as KGM, who said her use of social media from a young age was detrimental to her mental health and accused the companies of knowingly engineering their products to addict kids.

After nine days of deliberation, the jury found Meta, the parent company of Facebook and Instagram, and Google, which owns YouTube, negligent. In a 10-to-2 vote, the jury also ruled that the two companies knew their design was "dangerous" but failed to warn the plaintiffs.

The jury awarded the plaintiff $6 million. That's $3 million in compensatory damages and an additional $3 million in punitive damages.

The jury determined Meta was responsible for 70% of the harm, while YouTube was responsible for 30%. That means the total damages owed by Meta is $4.2 million, while YouTube owes $1.8 million.

The plaintiff's lead counsel, the Lanier Law Firm, called the verdict "a referendum" in a statement. "For years, social media companies have profited from targeting children while concealing their addictive and dangerous design features," the statement said.

Spokespeople for Meta and Google both said the companies disagreed with the verdicts and plan to appeal.

"Teen mental health is profoundly complex and cannot be linked to a single app," a Meta spokesperson said. "We will continue to defend ourselves vigorously as every case is different, and we remain confident in our record of protecting teens online."

"This case misunderstands YouTube, which is a responsibly built streaming platform, not a social media site," the Google spokesperson said.

The Los Angeles state court trial has been viewed as a bellwether, offering a key test of how juries may see similar personal injury lawsuits brought by over 2,000 individuals. Meta has said potential damages in certain cases could reach into the "high tens of billions of dollars."

TikTok and Snapchat were also defendants, but settled the lawsuit before the trial began.

Meta executives testified at the trial last month, including CEO Mark Zuckerberg and Head of Instagram Adam Mosseri, drawing large crowds of media and concerned parents, including some involved in other social media addiction lawsuits. YouTube's VP of engineering, Cristos Goodrow, also testified.

The companies have argued that plaintiffs' struggles are due to myriad reasons and can't necessarily be linked to social media.

During Meta's closing argument at the Los Angeles trial, Paul Schmidt, one of the company's attorneys, said the plaintiff needed to prove that if Instagram were taken away from KGM, her "life would be meaningfully different."

"The evidence has shown just the opposite," Schmidt said.

In January, Meta warned investors that its mounting legal battles related to youth safety could "significantly impact" its 2026 financial results. Attorneys for more than 100,000 individual arbitration claimants have "sent mass arbitration demands relating to 'social media addiction'" since late 2024, the company said in a 2026 10-K, specifically noting the case in Los Angeles, as well as a separate case in New Mexico.

The New Mexico case, which occurred at the same time as the Los Angeles trial, addressed different legal and technical issues.

On Tuesday, a jury in New Mexico ordered Meta to pay $375 million after a verdict came down in the state's lawsuit against the company about sexual exploitation.

Meta said it would appeal the case.

• Nvidia CEO Jensen Huang urged all workers, from farmers to electricians, to embrace AI.
• He told podcaster Lex Fridman that the technology could elevate blue-collar jobs, such as carpentry.
• Blue-collar has generally been viewed as less likely to be affected by AI disruption than white-collar jobs.

Artificial intelligence isn't only coming for office jobs — Nvidia CEO Jensen Huang says blue-collar workers should be paying attention, too.

Huang leads one of the biggest chipmakers fueling the AI revolution. He joined Lex Fridman's podcast in an episode published Monday to discuss everything from AI in space to work.

While blue-collar jobs have been considered relatively safe from AI disruption compared to tech roles like engineering, Huang said workers in every profession, including farming and electrical work, should use artificial intelligence to help future-proof their jobs.

"If I were a farmer, I would absolutely use AI. If I were a pharmacist, I would use AI," Huang said. "I want to see what it could do to elevate my job so that I could be the innovator to revolutionize this industry myself."

For example, he said coding represents a big opportunity for carpenters, and he would go "completely berserk" using AI if he were in that line of work.

"A carpenter with AI is also an architect," he said. "They've just increased the value that they could deliver to the customer. Their artistry just elevated tremendously."

Huang has said before that he is "certain 100% of everybody's jobs will be changed" by artificial intelligence, and that while he expects some jobs to be lost, many will also be created.

Many tasks, for example, will be automated, and those jobs will be highly disrupted, he said on Fridman's podcast.

But, he said, "If your job's purpose includes you … then it's vital that you go learn how to use AI to automate those tasks."

Anxiety grows alongside AI

As AI advances, so has anxiety around job security. The fears aren't unfounded. Companies have slashed thousands of jobs in the name of prioritizing new technology and automation.

Huang's solution: Become an expert in AI, no matter what your job function is.

It could be the difference between landing a job and ending up unemployed. In almost every case, Huang said he'd rather hire the candidate who's an AI expert over one who isn't.

"Every college student should graduate and be an expert in AI," Huang said.

It could help them stay ahead of the curve as AI quickly advances.

The next phase of AI is already here

Artificial general intelligence is a form of AI that elicits anxiety or excitement among the field's most advanced minds. It's the idea that AI will one day meet or surpass human intelligence. Huang said that the age of AGI is already here.

Fridman asked if AI could do Huang's job of starting, growing, and running a successful tech company worth more than $1 billion.

It's possible, Huang said.

He also said, "It's not out of the question" that chatbots like Anthropic's Claude could design an app that billions of people would use for $0.50 apiece, and then go out of business shortly after, similar to websites that went bust in the dot-com era.

Even his job running one of the most successful tech companies today isn't immune to the effects of AI, he said, encouraging everyone to jump on the technology before they're left behind.

"Go see what it can do to transform your current job, elevate yourself," Huang said.

• Epic Games announced it would cut over 1,000 employees, or about 20% of its workforce.
• CEO Tim Sweeney says the layoffs aren't AI-driven and that the company still needs software developers.
• He cited a 'downturn in Fortnite engagement' and said rising costs forced cuts.

Epic Games announced that it was laying off more than 1,000 employees, but the "Fortnite" maker's CEO says it's not because of AI.

Tim Sweeney said in a memo to employees shared online Tuesday that the cuts, affecting about 20% of its workforce, reflect industry-wide challenges, including slower growth, weaker spending, and tougher cost dynamics.

"Since it's a thing now, I should note that the layoffs aren't related to AI," he wrote. "To the extent it improves productivity, we want to have as many awesome developers developing great content and tech as we can."

A growing number of employers have recently cited AI as a reason for making deep cuts to their head counts. Recent examples include Block and Atlassian.

Tuesday's cuts, which come two years after Epic struck a $1.5 billion licensing deal with Disney, are significant, said Joost van Dreunen, CEO of the game-analytics firm Aldora Intelligence and a professor at New York University's Stern School of Business.

"It's an acknowledgement of the change in the industry that's taking place, particularly among American publishers, when one of the most popular game makers is finding itself having to let go of 1,000 people," he said. "It suggests that we're witnessing the decline of American cultural dominance in the video games industry."

Though the global games industry grew revenue — roughly 4.5% last year, according to Aldora — most of that growth came from outside the US, said Van Dreunen. "The consumer gravity point is moving eastward," he said.

The game industry's workforce has been contracting in recent years following a pandemic-era boom. An estimated 5,300 jobs were cut last year, and 14,600 were axed in 2024, according to an online tally of termination announcements and news reports by Farhan Noor, a technical artist in California.

Epic last had layoffs in 2023, affecting 16% of its workforce. Those layoffs were a first for the company, which was founded in the 1990s. In his memo, Sweeney indicated that the latest cuts are a painful necessity.

"The downturn in Fortnite engagement that started in 2025 means we're spending significantly more than we're making, and we have to make major cuts to keep the company funded," he wrote. "This layoff, together with over $500 million of identified cost savings in contracting, marketing, and closing some open roles puts us in a more stable place."

• TSA workers are unpaid and face another missed check on March 27 during the partial shutdown.
• Congress has to allocate funding for TSA workers to get paid, but is scheduled to recess after March 27.
• In the meantime, travelers have been stuck in chaos as TSA workers call out or quit.

As lines snake across airports and Transportation Security Administration workers clock in for another day without pay, a major turning point in the ongoing chaos looms on March 27.

Come Friday, around 47,000 TSA workers are set to miss yet another paycheck, according to their union, the American Federation of Government Employees. That's due to the ongoing partial government shutdown, which has left most of the Department of Homeland Security unfunded. TSA workers haven't received full paychecks since February 14. As a result, hundreds of TSA workers have quit, and thousands have called out of work, contributing to ongoing travel snarls for Americans trying to fly.

Friday might mark more than another empty paycheck: March 27 is the final date Congress is scheduled to be in session before a two-week recess, and lawmakers need to come to a DHS funding deal for TSA workers to get paid.

Lawmakers have clashed over funding DHS after the fatal shootings of Alex Pretti and Renée Good, with Democrats calling for reforms to ICE and Customers and Border Protection. Ultimately, the rest of the government was funded while leaving DHS in the lurch, even as ICE agents are still paid through separate funding from President Donald Trump's sweeping tax and spending bill last year.

There is some potential for relief. Some lawmakers have signaled that they're ready to move forward on a deal, according to CBS News. If that does move forward, the agency could be funded ahead of the break, and workers would start collecting paychecks again.

"President Trump is using every tool available to help American travelers who are facing hours long lines at airports across the country—especially during this spring break and holiday season that is very important for many American families," Acting Assistant DHS Secretary Lauren Bis said in a statement to Business Insider. "This pointless, reckless shutdown of our homeland security workforce has caused more than 458 TSA officers to quit and thousands to call out from work because they are not able to afford gas, childcare, food, or rent."

The TSA woes are being felt at airports across the country. Some travelers have spent hours waiting in lines and faced harrowing conditions as they attempted to navigate through security. Hartsfield-Jackson Atlanta International Airport and Houston's George Bush Intercontinental Airport are both warning passengers to expect wait times of 4 or more hours. To try to mitigate the situation, the Trump administration has sent in ICE agents, a move that AFGE slammed over agents lacking aviation security training.

Mike Gayzagian, president of AFGE Local 2617, which represents TSA workers in airports across New England, said Friday could mark a "hard choice" for TSA workers. If they go without pay, but know there's a deal in place for funding, there might not be a major staffing issue, he said. He thinks that, for some workers, the "damage has already been done."

"It's a good-paying job, and good-paying jobs are hard to find, and reliable, good-paying jobs are even harder to find. The federal government was the gold standard for good-paying, reliable jobs," Gayzagian said. "After this, that's no longer the case. I think a lot of discussion will surround that fact later on, after this is over."

• Russia has equipped its cheap "Molniya" strike drones with more battery power and better cameras.
• The modifications allow Russia to use these drones for a new purpose — battlefield reconnaissance.
• Moscow doesn't need to rely too heavily on its more expensive reconnaissance drones.

Russia has boosted the range and vision of its fixed-wing Molniya drones, turning cheap, crude aircraft into more capable platforms that can now scout as well as strike in Ukraine.

The upgrades let Moscow lean more on the Molniya ("lightning" in Russian) for battlefield reconnaissance, replacing the pricier surveillance drones like the Supercam and Orlan-10.

Russia has been equipping some of its Molniyas with additional batteries to extend their range, a high-definition camera, and a mesh modem for better communications, Serhii "Flash" Beskrestnov, an advisor to Ukraine's defense ministry, told Business Insider.

The Molniyas have historically been considered one-way attack drones that carry a warhead and explode on impact. They have been adapted for other missions, though, including carrying smaller first-person-view (FPV) quadcopters, resembling a mothership.

Beskrestnov, a prominent Ukrainian drone warfare expert, said Russia began operating newly modified Molniyas around two months ago and has increasingly used them for intelligence, surveillance, and reconnaissance (ISR) purposes since then.

The Molniya ISR variant lacks a warhead and is instead equipped with advanced surveillance electronics, including a microcomputer and a rotating camera with a 10-fold optical zoom, according to a US military weapons information portal.

The modified Molniyas are significantly cheaper than the more traditional fixed-wing Supercam S-350 or the Zala Z-16, well-known Russian reconnaissance drones estimated to cost up to $100,000 apiece. The inexpensive Molniyas are made of light materials such as plywood, foam, and aluminum.

Beskrestnov said that Russia can obtain 10-15 Molniyas for the same price. The saturation of Ukrainian interceptor drones over the battlefield has pushed Moscow to opt for cheaper, more expendable assets for reconnaissance and targeting.

He speculated that this shift is driven by increased Ukrainian interceptor activity.

Dimko Zhluktenko, a soldier in Ukraine's 413th Unmanned Systems Regiment, said the modified Molniya drones are relatively easy to manufacture, giving Russia an ideal price for reconnaissance missions. He called these efforts "the war of scale" in a social media post earlier this month.

Neither Russia's defense ministry nor its US embassy responded to a request for comment on the Molniya ISR developments.

Russia and Ukraine have been constantly modifying their drones during the war to try to gain an advantage before the other side either catches up with the technology or develops a defensive countermeasure.

One of the biggest changes is a shift from radio links — easily jammed — to fiber-optic cables that are largely immune to the electronic warfare saturating the battlefield.

These fiber-optic cables have primarily been used to operate smaller FPV drones. However, Russia has begun using them with larger, fixed-wing platforms such as the Molniya.

Russia and Ukraine have taken their innovations a step further with unusual armaments, in some cases equipping drones with air-to-air or surface-to-air missiles to hunt down aircraft.

• BNY's CEO, Robin Vince, is all in on AI's role in steering the bank's future.
• Now, some managers oversee the bank's 140 digital employees, a form of agentic AI.
• We spoke to Vince and a BNY managing director about the program.

Despite its 240-year pedigree, BNY isn't showing its age.

Under CEO Robin Vince, who took the reins in 2022, the firm — founded by Alexander Hamilton — is aggressively embracing AI. Recently, it has begun entrusting some managers with oversight of a contingent of new workers who don't even require a chair: the digital employee.

"All digital employees report to a human manager," Vince said in an interview with Business Insider this month in Palm Beach.

These digital employees create a layered effect with the company's agentic products, in which a single entity coordinates the activities of multiple individual agents. The digital workforce is more than 140 agents strong, each one with roughly two dozen skills, give or take, comprising their suite of abilities.

And, just like humans, they're held accountable for their work — with performance reviews.

After executing a variety of tasks humans might find tedious, the digital employee presents it to "the human who's responsible for the process — 'I've just done three quarters of the work for you. And by the way, I did it in 10 minutes instead of what would have otherwise been two weeks," the CEO explained.

About 100 managers across the firm oversee digital employees, including Rachel Lewis, a managing director and a two-decade BNY veteran who now serves as head of AI enablement for operations. Appointed to the role this year, Lewis is now helping teams across the bank build and deploy digital employees within their day-to-day workflows.

"We're kind of transferring the mundane to the machines," she said, describing how the tools are taking over routine processes and shifting how work gets done.

Lewis told Business Insider she works closely with teams across BNY to help them develop their own digital employees — often starting with ideas that come directly from the people doing the work and turning them into tools over time.

"The person that came up with that idea actually gets the opportunity to build that digital employee," she said. As teams begin to incorporate them into their workflows, she added, the technology starts to feel less like software and more like part of the team. "It's just almost having a virtual teammate as part of your group."

170,000 hours of training

To prepare for the AI age, BNY implemented a massive 170,000-hour AI training program for its 48,000 staffers. "Everyone in the company has done two to three hours," he said. The goal was to turn employees into a new class of supervisors who managed, rather than competed with, the machine. "We're investing in our people, because I want them to be the unlockers and users of AI," Vince added.

Last week, he sent a memo to several thousand of the firm's senior leaders pointing to some of the firm's past efforts in AI and encouraging them to be proactive in continuing to incorporate it. "We have an obligation to our company to capture this opportunity," Vince wrote in the email, whose subject line was "Reimagining BNY."

"This is a fundamental leadership shift, not simply a capability shift," he added. "It will require each of us to lean in and role-model how to engage with AI and how to harness it to solve problems."

Speaking to Business Insider, Vince described his first personal deep dive into AI as a "summer project" that kicked off in 2023 and never ended.

It was sparked by a YouTube video he saw that broke down the functionality of Tesla's Autopilot 12. He watched as the car observed human behavior and applied what it saw to navigating a stop sign, rather than adhering to a few rigid lines of code. "It was very clear to me that the future of AI was going to be learning to make decisions," Vince said. He wanted to bring that same adaptive intelligence to the bank. "It was highly applicable to our businesses," he added, "and it would be able to be a very fundamental input to how we actually ran the company."

Expanding the digital workforce

While some of the earliest digital employees have applications focused on straightforward fixes like data repair and data capture, Lewis said the tools that have stood out most are those that make it easier for employees to build and refine their own digital employees.

Building a digital employee starts with observing how work is actually done. Teams record themselves completing tasks step by step, allowing the system to analyze different approaches and identify the most efficient way to perform the work. That output is then used to generate the instructions that guide a digital employee, which are refined over time as teams train the system on new variations of the task.

Lewis said that as digital employees become embedded in workflows, teams are also treating them more like members of the workforce. "There is a performance review," she said.

Managers evaluate how the systems perform by reviewing outputs, identifying where they skip tasks or "didn't perform as expected," and feeding that work back into the system to be retrained on new variations and edge cases.

"We're continuously monitoring them," she added. "Every week it gets a little bit better."

Even as it expands its digital workforce, Vince said there are no plans to cut back on human capital; these tools, he said, are meant to supercharge their workflow, but not take responsibilities out of their hands. "I speak to CEOs who say, 'We're going to downsize, massively, our campus program.'" Vince's reply? "Why would you do that?"

"We've got the opportunity to have young people who are pre-trained in AI, enthusiastic, and be able to add to our business in different ways," he said.

• Some of the most common career advice doesn't always hold up.
• You don't necessarily need to find your passion or ascend the corporate ladder to like what you do.
• Because finding a job can be tough, it's important to think about which pieces of advice to follow.

Your boss might prefer a version of you that isn't entirely authentic.

One of the many pieces of career advice that emerged years ago — when the market was far friendlier — is the idea that we should bring our whole selves to work.

That doesn't always work, and it's starting to look a bit threadbare with age, especially because in many industries, employers are being more selective in their hiring.

"If you love wearing tight little leather outfits that are strapped on, I don't want to see that," said Margie Warrell, a leadership consultant and author of the book "The Courage Gap."

"That's not appropriate," she told Business Insider.

The whole-self idea is just one example of bumper-sticker wisdom meant to guide us through our careers, but that often doesn't hold up.

Here are six bits of trite work advice — and what to think about instead:

Find your passion

The impulse to align your work with what you love makes sense. Yet, feeling like you have to "find your passion" can also set you up to fail.

"That's probably as vague as it gets," said Jochen Menges, a professor of human resource management and leadership at the University of Zurich. "It's not an actionable goal."

He told Business Insider that a better approach would be to set goals centered on the emotion you want to feel in your work, such as pride, even though you might not experience it every day.

"If I align my emotional needs more with what I do — with my career prospects — then I'm a lot better off," he said. That, in turn, will accelerate your career, Menges said.

Make it a numbers game

When you're looking for a job, it can be tempting to click apply as many times as possible to increase your chances.

It's an understandable impulse. It feels good to do something tangible when so much of the search process is out of your control.

In a recent survey by the hiring software maker Greenhouse, 53% of recruiters said they review fewer than half of the applications they receive. The survey involved more than 600 recruiters and hiring managers.

While the spray-and-pray approach is tempting, it's generally not the best move. Networking to make connections inside an employer can often be more effective, recruiters say.

If you have a list of places you're targeting, you should network before the job gets posted, career coach Laura Labovich told Business Insider. That's because once a job listing is live, recruiters and hiring managers aren't likely to do more than point you to it.

Climb the ladder

The idea of ascending a corporate hierarchy has become outdated for some workers, said Christian Tröster, an Academy of Management scholar and a professor of leadership and organizational behavior at Germany's Kühne Logistics University.

Instead, he said, people might want to consider what he called a "protean" career — one that changes shape over time.

Tröster said that rather than ascending a ladder, a better aim for many workers would be to become "psychologically successful."

"The ultimate goal of your career is feeling proud and accomplished," he said.

One reason you might not want to scale the ladder is that a push by some leaders for "flatter" organizational structures — and the elimination of middle management — can mean there aren't as many rungs for ambitious workers to grab hold of.

"Careers today are no longer linear," Warrell said. Instead, workers might opt for a lateral move, a side gig, or a so-called portfolio career, where you take on multiple jobs to earn a living while maintaining flexibility.

Warrell said that workers who chart their own paths are often more fulfilled than those who try to grind their way up an org chart.

Don't jump around

Career advice once often included the suggestion that workers avoid changing jobs for at least a year to avoid appearing uncommitted to an organization.

While a string of frequent job changes can raise concerns among prospective employers, Warrell said prohibitions on job-hopping have often softened.

She said "smart" job changes — even in relatively quick succession — that indicate you're taking on extra responsibility and developing new skills can add polish, not tarnish, to a résumé.

"It can be seen as a sign of ambition, adaptability — not instability," Warrell said.

Focus on hard skills

Technical mastery — especially in hot areas like artificial intelligence — can take you far and leave you with your pick of jobs. Yet it's not the only route to career success.

AI is already taking on some of what software engineers do, for example. In surveys, employers often say they're after so-called soft skills, like communication and teamwork.

Menges said one reason soft skills are important is that humans will still be needed to evaluate what AI produces.

To help do that, he said, workers will need to rely in part on emotion for guidance. Menges said that in the 20th century, workers were often told to suppress their feelings at work.

"Now, you've got to bring those emotions back, because whatever AI does needs evaluation, and that evaluation comes down to how we feel about what appears on our screens," he said.

Bring your whole self to your job

While it might have been well-intentioned, critics have long found the idea of showing up at work as the unvarnished version of yourself to be problematic.

Ella F. Washington, a professor of practice at Georgetown University, previously told Business Insider that a better way to think about the idea is to bring your whole professional self to work.

That might mean working with people you might not like. Or, Warrell said, it could mean pushing through a bad mood.

"If one part of your whole self is that you're short-tempered and grumpy in the morning, don't bring that self to work," she said.

An earlier version of this story appeared on March 3, 2025.

After having her first child, Lindsay Thomas went back to her full-time, in-office job. When a second kid came in 2024, Thomas says she knew she didn't want to juggle everything again, so she negotiated a part-time, remote version of her communications role in medical research — working anywhere from 2 to 40 hours a month — and started picking up freelance work on the side.

Now, when a kid gets sick and Thomas is up all night — something that would have made her "spiral," when she worked in the office —she knows she'll be at home with flexibility to schedule her day. If Thomas hadn't had the option to freelance, she says, she would have chosen to stay home with the second kid — even though she hadn't envisioned herself as a stay-at-home mom. "There are costs to everything," she says of leaving her full-time gig. "The cost to our family, the cost to the stress levels, to mental health, to going back to doing that and knowing what it was gonna feel like for all of us, especially with an older child involved," she tells me, "that was just a cost we didn't want to absorb."

After making employment gains during the height of the pandemic, women have begun a downhill slide out of the workforce. The number of working mothers of young children between 25 to 44 fell nearly 3% from January and June of last year, hitting its lowest rate in more than three years, according to a Washington Post report. In December, 91,000 women older than 20 dropped out of the workforce. The number of men over 20 employed jumped by 10,000 that month, according to an analysis of federal jobs data from the National Women's Law Center.

AI is also affecting America's gender imbalance in the workforce. A March report from Anthropic found that those who work in roles with a high exposure to AI automation are 16% more likely to be female, putting women more at risk for layoffs.

An uptick in return to office mandates is also disproportionately pushing women to choose whether they'll be able to stay in a job that requires a commute as they also balance after school pickup and domestic responsibilities. And a wave of mass layoffs has upended employment security, workplace loyalty, and the job hunt.

Women make 85% of what men make at work on average and take on twice as much of the domestic labor and caregiving tasks at home. "The real friction is we just haven't built systems that allow people to integrate their work and their lives and and their desires and what do they want their life to look like," says Brea Starmer, CEO of staffing firm Lions and Tigers, which focuses on fractional workers. "For anyone that doesn't fit this very specific narrow look and feel and mold, there is just not a lot of options." In a bleak job market, freelancing is one way working parents can claw back power. And as AI adoption transforms company needs and could shift the number of workers and hours needed to work, employers are starting to see more value in hiring part-time and contract workers.

There's autonomy in ditching the full-time gig; but it often means making a choice between several imperfect paths.

The pandemic showed that flexible, remote work benefitted parents, particularly women. As of 2023, 74% of mothers worked, up from 72% in 2019, according to the Institute for Women's Policy Research. But many CEOs who are calling workers back to the office have metaphorically shrugged at the costs to women. A survey from the freelance platform Upwork found that more than half of executives reported losing a disproportionate number of women after implementing RTO policies. Turnover among female employees at these companies is 82%, higher than those that allow for remote work. Nearly a third of women freelancers said RTO was a direct factor in leaving their full-time jobs. Forty-two percent of women who voluntarily left the workforce in 2025 cited caregiving and childcare costs as the main reason their choice, and these women were more likely than those who stayed employed to work at companies that did not offer flexible schedules, according to a survey from Catalyst, a nonprofit focused on women's progress.

But as many employers don't adapt to the needs of families, they're seeing the benefits in hiring freelance workers. Another survey of about 350 business leaders conducted by Upwork last fall found that 77% said AI was increasing the need for them to hire fractional, freelance workers with specialized skills. "What we historically saw was that business leaders were maybe a little more hesitant to embrace these kinds of non-traditional work models," says Gabby Burlacu, senior manager at the Upwork Research Institute. Now, "business leaders are far more open to working with the most skilled talent that they can, especially the most AI-enabled talent, because they're all trying to figure out: How are we going to unlock the value of this technology?"

It's hard to say how many people, and particularly women, are working in freelance roles. Upwork doesn't track gender of the freelancers on its platform, but tells me that in a recent report, 44% of knowledge freelancer workers were women, compared to 41% of people working similar jobs in full-time roles, among those they surveyed. Freelance marketplace Fiverr tells me there's been growth in areas like voiceover, user-generated content creation, and spokesperson or modeling projects specifically seeking female talent. In 2022, 9.8 million people were self-employed, according to the US Bureau of Economic Analysis. Other analyses of the freelance workforce estimate that as many as 75 million people participate in some capacity.

Working freelance has given women more flexible schedules and eased childcare costs, but that can also mean taking on even more unpaid household and caregiving labor.

Jaime Hollander previously commuted three to four hours a day roundtrip into Manhattan. She freelanced on the side, and split the care of two kids with her husband equally. Her mindset shifted after her father died in 2019. "You have those moments of reckoning where you're like, this can't be all that there is,'" she tells me. So, she cut back on work and shortly after quit her job. She focused on freelance marketing and copyrighting. The challenge with being a full-time freelancer, she tells me, is that the shift threw her into becoming "the default parent," on call for all of her kids' needs throughout the day. "If something has to get done between 7 and 7, I will do it," she tells me. "Sometimes, it's really challenging."

Paid parental leave has become more common, but just 40% of companies in the US offered it as of 2023, according to a survey from Society for Human Resources Management. A short period of leave tied only to the birth of a child doesn't answer for the flexibility working parents need as their kids age — there are sick days, potential disability diagnoses, and more hands-on needs at schools. "It's not just about retaining women in those early years," Neha Ruch, author of "The Power Pause: How to Plan a Career Break After Kids — and Come Back Stronger Than Ever." She says "there is recalibration happening" in the workforce, where more women may take fractional work, part-time roles, or freelance gigs. For companies, retaining women workers requires "thinking about parenting through the longitudinal experience of early parenthood," Ruch says, "going all the way up to college admissions and how and the demands that are made within the system on parents' time, and how we can make those work in the ecosystem of the professional space as well."

Many of the working parents I spoke to for this story chose the freelance or part-time route not upon having a kid, but as they grew up and demands of their families changed. When Erin Bartholomew's son was born, her husband stayed home to care for him. A few years later, she took her turn, wanting to have that hands-on time while her son was still young. She re-entered the workforce after a year into a remote job, logging on at 6 a.m. in Oregon to work in marketing for an East Coast company. But Bartholomew was laid off last year in 2024. Instead of searching for a similar role, she started her own marketing consultancy "It's so night and day," Bartholomew tells me. "It's allowed that balance that my husband and I really wanted."

As some women find flexibility in freelancing, others will be left out. Those who work in offices with 9-to-5 in-person mandates, or in education, retail, and healthcare roles, can't always make their own schedule. Parents who are the sole provider of income and health insurance for families often can't make ends meet working part-time. Others are pushed to stay at home with kids because the costs of childcare outpace their salaries. Leaving a full-time job can also disrupt a career trajectory toward leadership, and mean lost contributions to retirement accounts like 401(k)s. If companies don't adapt their schedules and remote work policies or future-proof roles for AI, many women will be forced to change how they think about their careers and priorities. They might not see going part-time or leaving a job as a choice they want to make, but something they have no choice in.

Amanda Hoover is a senior correspondent at Business Insider covering the tech industry. She writes about the biggest tech companies and trends.

• A Ukrainian corps has released a video of its troops using exoskeletons on the battlefield.
• Two soldiers can be seen loading artillery shells on a Howitzer with the help of the tech.
• The 7th Air Assault Corps said they reduce physical load by 30% and help troops move faster.

Ukrainian forces say they're testing exoskeletons in battle for the first time, deploying them in logistics and combat positions on the Pokrovsk front.

The 7th Air Assault Corps posted a video on Friday of its 147th Separate Artillery Brigade demonstrating the new tech.

The exoskeletons are designed to be buckled at the waist and legs, with the apparatus wrapping behind the user's back and weaving toward the front of their knees. It also features two actuators at the hip that serve as hinges.

Each exoskeleton, the corps said, is meant to reduce the load on leg muscles by 30%, helping troops move at up to 12 mph for about 10 miles.

Clips showed two soldiers using the exoskeletons to carry and load artillery shells on a French CAESAR self-propelled Howitzer.

"Every day, artillerymen endure heavy physical loads. They carry 15 to 30 shells daily, each weighing 50 kg," said Colonel Vitalii Serdiuk, the corps' deputy commander, in a statement attached to the video.

The exoskeleton appears to be foldable, allowing it to fit inside a briefcase; the corps said the device itself weighs about 4.4 pounds.

Captions on the video said the exoskeletons are equipped with artificial intelligence that adapts in real time to the load on the soldier's legs and spine, allowing them to function in 10 different modes.

The 7th Air Assault Corps said this was the first time that any Ukrainian unit had trialed such technology in combat, and that the exoskeletons it received were test samples.

The US has also been designing its own exoskeletons, such as the Army's SABER, a soft, wearable exosuit that is strapped to the back and around each leg to reduce spinal strain.

Another example is Lockheed Martin's ONYX, a lower-body exoskeleton with knee actuators that wraps around the legs, but it hasn't been made standard-issue for the US military.

• Allison Sheehan ran a baking business while working in private wealth at Goldman Sachs.
• She left Goldman after she said the firm told her she couldn't keep her online brand.
• Now, she's using her Wall Street skills, like capital allocation, to scale her cake business.

This as-told-to is based on a conversation with Allison Sheehan, 26, a former analyst for private wealth at Goldman Sachs and student at Northwestern's Kellogg School of Management, where she's building her baking brand, Alleycat. Business Insider has verified her roles at Goldman and her current school enrollment. The interview has been edited for length and clarity.

Baking cakes started out as a college hobby — I'd make them for my sorority sisters and, once word got out, the broader Dallas community. When I landed a job in operations at Goldman Sachs in Utah, I stopped baking entirely, though I still longed to build up my cake empire. I had no family, no friends, no nothing in Utah, and was focused on getting transferred to New York.

I eventually got a job in the wealth management unit in New York. It was a part operational, since I was opening accounts and managing money, but also client-facing, which I loved.

As soon as I got to New York, I restarted my baking social media accounts, which had around 500 followers at the time, and announced that I was back in business. Orders picked up, but I didn't have time for all of them, so I capped it at three cakes a week, creating a scarcity model. I sold out weekly for about 6 months before expanding to up to 10 cakes.

That's when I started struggling to fit everything in, but I was getting good traction, making cakes for companies and fashion houses, like Goop. A typical day meant waking up at 5 am to frost a cake, going to the gym, going to work, baking a cake, going to dinner with friends, and going to sleep. I spent all my spare moments invoicing clients or editing videos. In 2023, my friend's boyfriend said I should post under the handle "investment__baker," but I was careful not to mention anything about where I worked or my exact job.

I learned valuable skills at Goldman

Goldman's high-stakes hustle culture has helped me build the brand — I had to be responsive, communicative, and accurate, all skills I use now. I always quickly consolidate my notes and immediately flag any concerns to product developers or suppliers. On the communication front, I'm able to connect people across the supply chain, from technical food scientists to more creative-minded brand designers. And when it comes to accuracy, I'm precise about costs, even on volatile products like cocoa, and margins.

In wealth management, I learned a lot about capital allocation, helping clients balance their portfolios and plan for expenses. But I learned just as much from my own failures.

After I started taking on more orders, I rented a commercial kitchen on the Lower East Side to bake and teach workshops. It solved logistical problems but drained my bank account. Every penny I made from baking went toward rent, and I eventually had to return to my apartment. That was definitely not a good capital allocation strategy, since it almost left me broke.

Goldman gave me an ultimatum

At that point, I knew I needed to go all in on my business and decided to apply to business school. Studying for the GRE while working and running the business was unsustainable.

My health deteriorated, and I broke down at work, having a panic attack and sobbing to my very understanding VP. I went home to Wisconsin for two weeks, shut down all of my social media accounts, and brought my brand to an awful, screeching halt.

Six months later, I reopened the account, with 2,000 fewer followers and almost no DMs. The momentum came back quickly, though, until, boom: Goldman's compliance team called me in and asked me to delete all of my content or leave the firm. They said the word "investment" on my social handles alluded to my job, and I had to delete everything. After finishing my business school interviews a few months later, I un-archived all of the content, got called in again, and quit.

I couldn't waste the five years of time and energy I'd poured into this business.

Goldman is still helping me now

I've scaled back my custom cake business and am focused on building my consumer packaged goods products: dry cake mixes and frosting, like the kind you can scoop out of the jar. I've finished the formulation, secured suppliers, and gotten my nutritional label approved, but I'm still struggling to find a manufacturer.

Small brands have to convince manufacturers they're a worthwhile investment. From their perspective, why spend time onboarding a tiny Instagram baker who could easily fail?

That's where Goldman has come in. Beyond knowing how to build a nice deck and balance a budget, my background at such a prestigious firm lends me credibility. It comes up in conversations, and I'll include it in presentations, since I'm proud to have worked there. The firm is relevant to my online brand, too, since I still post as the investment baker and share investing advice.

I'm making a fraction of my Goldman salary, but I'm fundamentally a creative person. I couldn't spend my life behind a desk. When I started, my goal was to make a cake for a celebrity, which I've done multiple times, including for Brooke Shields. Now, I want to bring home baking back — and revolutionize the grocery aisles.

• Kanav Bhatnagar's job title, forward deployed engineer, has been described as the "hottest role in AI."
• He said his job is to be a customer-facing engineer who tailors products for clients.
• Context-switching and communication are important skills for FDEs, he said.

This as-told-to essay is based on a conversation with Kanav Bhatnagar, 24, a forward-deployed engineer at Rippling, an HR tech company, who lives and works in New York City. The following has been edited for length and clarity.

I got into software development because I wanted to build cool stuff.

Amazon hired me as a software engineer out of college, and it was a big learning opportunity, teaching me the fundamentals of engineering.

But it was a behemoth of a company, and I eventually wanted to work in a smaller environment where I could take more personal ownership over product decisions and learn more on the job.

After 2 ½ years at Amazon, I interviewed at a sales startup called Actively AI, where I landed a role in forward-deployed engineering.

The "FDE" role was popularized by Palantir, and it has been described as the "hottest role in AI." I liked that it combined software engineering with understanding business.

I spent roughly six months at Actively AI before I joined the AI-forward HR tech company Rippling as a senior FDE, in October 2025.

I've now been an FDE for roughly a year. Put simply, I'm a customer-facing engineer who tailors our product to each client. They describe their challenges and needs, and I build solutions and customizations.

Here's what my day-to-day is like, and the skills you need to break into this role.

My primary job is listening to customers. The results are very rewarding.

Software engineers can feel far removed from customers, because they often can't see their impact. In this job, I'm closer to the front lines.

A core software engineer can build something that serves the majority of use cases, but AI tools usually need more customization to work properly than regular software features. That's when an FDE steps in.

For example, a restaurant chain might have a labor-intensive process for tracking their payroll data that involves spreadsheets and manual data entry, which I'd help them to eliminate within Rippling's platform by using custom code and AI.

My primary job is listening to customers and understanding their problems, which was a learning curve for me, coming from a software engineering background. On a day-to-day basis, I'm in a lot of customer meetings, including visiting businesses who use our product to talk with employees about their experience with it. I probably spend an equal amount of time coding solutions and interacting with our core product teams.

Context-switching is an important skill to master in this job, where you could go from talking to a customer to debugging something to jumping onto another customer call shortly after.

I don't rely on an engineer to code something for me. I make a lot of decisions about the shape of the product and how to execute on it, which I really enjoy. It's very rewarding when a customer looks at what I've built after multiple iterations and says, "This is exactly what I wanted."

Technical and communication skills are equally important as an FDE

I think it would be pretty hard, although not impossible, to become an FDE without a technical background. With the dawn of vibe coding, it might become easier, though.

In my experience, FDE interviews feature technical rounds that test your coding skills, like in traditional software engineering interviews. You also have to show you can talk with any customer, including non-technical people, by asking the right questions to understand a customer's problem, and talk through how you'd design the solution.

To prepare for interviews, I have used consulting industry interview questions, which require you to explain how you'd meet client requests. I think both fields overlap, requiring rapid diagnosis, clarifying questions, and a clear plan of action.

There's probably more breadth than depth of technical knowledge required. In today's age of rapidly evolving technology, I try to spend time outside of work understanding what's new in the AI world and what new AI tools I can be using in my workflow by talking to colleagues and researching online.

I think my job is preparing me to be a founder one day

I'm interested in founding my own company one day, and I've previously heard someone describing the FDE role as a founder bootcamp. It provides a good foundational layer for entrepreneurship, helping you understand how a business functions from the sales process to how to build things.

The FDE role is evolving and no one really knows what direction it's heading in. Even if AI turns out to be unprofitable, I think FDEs will still have a place because of the demand for customer software. Products are becoming easier to build, and people in this role will be needed to handle large contracts with clients.

Palantir is an example of a company that's had FDEs since the 2010s, even before AI was mainstream.

• Scott Scovel moved to Miami in his 50s, hoping to benefit from lower taxes and cheaper living costs.
• But those costs didn't make as much of a difference as he anticipated, especially after he retired.
• The biggest benefit of Miami was unexpected — he bought a much cheaper home and retired early.

In 2021, at age 58, I followed one of the hottest relocation trends in the US: I moved from New York to Florida.

I'd accepted a new job in Miami that I intended to be my last, and wanted to see what it would be like to retire in Florida. I was drawn by Miami's warm winters, lower taxes, and supposedly cheaper living, but I also loved New York, so I was torn about where I'd have a better retirement.

Now that I'm here, I love Miami's glorious weather and cultural diversity, but I've only found modest benefits from Florida's lower taxes and living costs when compared to my life in New York.

Miami hasn't met all my expectations, but it surprised me in one very important way, and I'm glad I moved here.

Housing costs were dramatically cheaper in Miami, but they're on the rise

During my first few weeks in Miami, I was lured in by the bike rides I could take through lush parks and along glistening blue waters. In the neighborhood of Brickell, I could enjoy a pedestrian lifestyle similar to Manhattan's. By my sixth month, I was ready to commit to living here permanently, so I called a realtor.

I bought a two-bedroom condo in cash for $727,500, using the money from the $1.65 million sale of my two-bedroom Manhattan condo in 2019. With no mortgage, my monthly expenses fell significantly. I suddenly realized I could afford to retire years earlier than I expected, relying on my savings, so I left full-time work in 2022 at age 60.

I was lucky because I took Manhattan money with me to Miami, after nearly 40 years of working in the financial services industry. For other Americans moving from lower-income areas, the "Miami dream" may not be as affordable. House prices in Florida aren't what they used to be: evidence shows Miami condos cost over twice as much as they did 10 years ago.

Lower taxes and living costs didn't make as much difference as I expected

When I received my first paycheck in Florida, I rejoiced because there's no personal state income tax here. New York State and City taxes cost me nearly $40,000 some years.

Now that I no longer have an income from a job, I'm not benefiting in the same way. Lower taxes initially drew me to Miami, but I hadn't properly considered that this factor would lose significance when my income fell in retirement.

I also assumed everything would be more expensive in NYC than Miami, but I've been struck by how comparable many costs are. I still buy clothes from online retailers and household goods from Amazon, meaning the prices don't fluctuate significantly based on where I am.

My weekly grocery bill is perhaps a little cheaper in Miami, but some things were unexpectedly cheaper in New York, most notably transportation, as the subway system beats having to own a car or pay for Ubers to get around parts of Miami.

Miami has great weather, but it can't beat New York's cultural abundance

I absolutely love the Florida weather. I grew up with four-month winters in Minnesota, and during my first year in Miami, I'd brag to friends up north that I now wear shorts 360 out of 365 days. I worried that the summer heat would get oppressive, but it actually hasn't been that bad. I wake up at dawn to exercise, avoid the midday sun, and reappear outdoors in the cooler evenings.

I like that Miami has a diverse population and is a major hub for Latin American and Caribbean cultures. However, I sometimes miss the broader global culture in New York, where I could effortlessly eat great Thai food just blocks from home, take in an African art exhibit at the Met, or attend a European film festival. Miami can be proud of its restaurant and cultural scene, but almost no city can compare to New York's abundance.

I was shocked housing in Miami was so much cheaper than New York

Though I came to Miami expecting to make significant tax savings and benefit from lower day-to-day expenses, I've found that my retirement living costs are pretty similar to what they would've been in New York.

The biggest benefit, however, was unexpected. I was shocked to learn that Miami housing could be so much cheaper than New York. I bought a comparable condo for less than half the cost of my Manhattan home, which eliminated my need for a mortgage and enabled me to retire early. For that, I'm extremely grateful to Miami.

Retiring early means I'm young enough to fully enjoy my golden years. I bask in the Miami sunshine on walks and bike rides, travel extensively to other countries, and have time to pursue all sorts of hobbies, from improv classes to museum trips.

One of the most enduring myths about Florida's history is that European explorer Ponce de León came here in search of the fountain of youth in the 1500s. I'd like to think I've found my own fountain of youth by retiring early in Miami — something that means more to me than a lower tax rate.

Do you have a story to share about moving to Miami? Contact the editor, Charissa Cheong, at ccheong@businessinsider.com

• Companies are spending big on AI, but research shows most haven't seen measurable ROI.
• To offset those costs, employers can do layoffs — or trim line items like bonuses and stock awards.
• Workers can still make a case for a pay bump by emphasizing their value and AI chops.

AI may be putting more than just jobs on the line.

Companies are investing heavily in the technology and top-tier AI talent, and layoffs aren't the only option for offsetting those costs. At least one survey of US business leaders suggests that some are planning to cut workers' compensation.

"They have to pay for AI somehow," said Rocki-Lee DeWitt, a management professor at the University of Vermont's Grossman School of Business. "It ain't cheap."

Research firm IDC says companies with more than 1,000 employees are expected to spend an average of $13.7 million on AI hardware, cloud infrastructure, software, and services this year, a 78% increase from 2025, based on a global analysis.

Nvidia CEO Jensen Huang said on a recent episode of the "All-In Podcast" that he would be "deeply alarmed" if one of the chip giant's top engineers spent too little on AI tokens. In another episode of the same program, venture capitalist Chamath Palihapitiya expressed concern about ballooning AI bills at his startup.

Yet despite all that outlay, 95% of organizations reported no measurable ROI from AI in the first half of 2025, according to an MIT study based on reviews of publicly disclosed AI initiatives and executive interviews.

Until companies see tangible gains from their AI investments, they may need to rein in other expenses, especially as tariffs, high inflation, and other factors also strain budgets.

Cost-cutting options

Several companies have announced layoffs tied to AI in recent months — including Block and Atlassian — and others may be tempted to follow suit, Business Insider previously reported. In November, HP said in an earnings report that it planned to cut between 4,000 and 6,000 jobs by the end of 2028, saving the company roughly $1 billion.

Cuts to employee compensation may be next.

More than half of 866 executives and senior managers polled earlier this month by ResumeBuilder.com, 58%, said they plan to reduce employee compensation by the end of this year to help fund their AI investments. Bonuses and stock awards will be affected the most, followed by raises, benefits, and base salaries, the findings show.

Though such cuts could hurt morale, "employees don't have any leverage" due to the tight job market, said Jessica Kriegel, chief strategy officer at workplace consulting firm Culture Partners in Sacramento, California. "They will push back less, and they will accept smaller raises to avoid risk that feels real."

ResumeBuilder didn't cite the size of the companies where the respondents work, though small businesses are the most likely to take a hammer to employee pay or perks in lieu of making job cuts, said Kriegel.

"You can't just lay off 10% of your organization when you have, say 20 people, and everyone has got their hands in a million different pots," she said.

Another option for companies grappling with AI and other costs can be to hold compensation steady. The Conference Board, a nonprofit provider of data and insights for business leaders, expects average salary increases to stay at 3.4% this year, the same as in 2025.

Getting a raise anyway

Workers can still make a case for a pay bump amid the AI boom, said Kris Erickson, cofounder of consulting firm Workforce Science Associates in Lincoln, Nebraska.

"When budgets are tight, and the economy is uncertain, you have to get into sales mode" to successfully secure a raise, she said. "You have to make yourself invaluable."

Given how much money companies are spending on AI in search of productivity gains, highlight any you've realized from using it. Merely saying you know how to use AI is not enough, said David Gaspin, an HR professional and executive coach in New York.

"Asking for a raise because you're proficient in AI is not the strategy," he said. "That proficiency is table stakes at this point."

It's also important to show why AI can't fill your shoes.

"The key differentiator today is becoming: What can you do that can't be replaced with technology? Where is your experience, your judgment, your unique point of view adding tangible, quantifiable value to the business?" said Gaspin. "Because that's where companies are going to see risk in you leaving."

• Srdjan Stakic vibe-coded a security camera system for his parents to ensure their safety.
• Stakic used vibe-coding platform Lovable to get started, as well as popular AI chatbots.
• His vibe-coded software became the basis for his AI-assisted startup Alvis.

This as-told-to essay is based on a conversation with Srdjan Stakic, 49, a former film producer who vibe-coded an AI system to monitor his elderly parents and detect falls. He's now launching a company that aims to offer the technology to others. This interview has been edited for length and clarity.

When I was diagnosed with stage four cancer two years ago, AI became essential.

Everything was happening so quickly: The doctors would talk to me for 15 minutes and leave me with more questions than answers. AI gave me an objective way to document and make sense of what was happening.

I'm now in remission. As my health improved, my parents' health declined, and I began helping them with cooking, cleaning, and medical appointments.

English was not their first language, and communicating with healthcare providers was tough. I recorded our conversations with their doctors and compared them to the after-visit summary using AI. I would put together all this information and translate it into Serbian for them.

But I soon wanted more than what the chatbots could offer. I wanted a system that could observe what was happening with my parents, or any other patient, and assess it through the lens of safety and dignity. I would think of how much guilt I'd feel if something happened and I wasn't there. What kind of son would I be?

I had never coded before, and I didn't have millions for an initial investment

I don't have a background in coding. I have a doctorate in health education and a master's in film production, and I have produced some films of my own.

I started outlining my idea with Gemini and ChatGPT to examine it from a tech and ethical standpoint. I built this document of what I wanted to achieve. I kept asking my family how they wanted to be treated in each scenario — like a fall or medical emergency — and I wanted to make the system flexible.

Then I transferred to Lovable. Lovable gave me a live development environment where I could describe what I wanted, see it built in real time, test it, and iterate. It connected the pieces, the frontend, the backend, the database, the authentication, the integrations, things I did not even know I needed until they were there. The chatbots helped me plan. Lovable helped me build.

I uploaded hundreds of training videos for nurses and healthcare providers to train the AI. I created a high-fidelity validation pipeline and a labeled dataset. I labeled real-world caregiving footage with established clinical benchmarks, like Stanford's C-I-CARE framework. When you approach a patient and introduce yourself, you tell them why they're there, you ask the patient's name and pronouns, and you introduce what you're about to do. You explain next steps and see if they have any questions or concerns.

I also started building an AI equipped with cameras to identify falls. I would fall in the middle of my living room and see whether the system recognized that and how long it would take.

It took me a few months to make it work

I tried different cameras and protocols, but ultimately, I had to hire an IT company to help me connect multiple cameras. The system can now identify a fall and send notifications to loved ones or EMS, and provide their location with a brief summary of their health records. The system also analyzes interactions between caregivers and my parents. It's sophisticated enough to analyze in real time — based on audio and video — if a caregiver is being rude or unprofessional. My parents have felt safer since I built this. I also built a feature that scans their environment for any trip hazards, such as cables.

I don't want to spy on my family, so I don't actively review all the video footage. When a concern is flagged, the system clips approximately 30 seconds around that moment and notifies mewith a summary of what it observed and why. It can also generate an advocacy letter from that same analysis: what was said, what was done, and how the interaction compares to the C-I-CARE framework to evaluate caregiver conduct.

I launched a company to offer this tech to others

This all started as an idea for my family, but the more I talk about it, the more people tell me they wish they had this for their parents. So I decided to launch a startup, called Alvis, to make this system available to others.

It detects falls in real time, recognizes when a caregiver goes above and beyond, and generates advocacy letters when something goes wrong. It's in private beta and accepting waitlist applications for our pilot cohort, launching April 13. The model will be a monthly subscription, similar to what families already pay for camera cloud storage, with a premium tier for AI-assisted analytics.

This week, my mom was hospitalized, and I used AI in four ways

First, I used it as a real-time medical interpreter: Every lab result went straight into Claude, so I understood what was happening immediately, not the next morning when a doctor was free.

AI was also my clinical advocate. When a history and physical exam understated her cancer history, Claude caught it. When her glucose started climbing from steroids, Claude flagged it.

Third, I used AI to translate updates into patient-friendly language in both English and Serbian.

Finally, Alvis — the camera system I designed — was running live in her hospital room all night, with her permission and a nod from her care team. It picked up her saying in Serbian, quietly, that she had endured too much. It flagged when I visited, and we recorded ourselves together.

It's amazing to see how vibe coding is democratizing access to AI tools. You can build a company that helps a very niche group that needs a specific thing. I still don't fully understand code or the extent of what I built, but it seems to be working.

• Mark Cuban said he bought a Mac Mini to fight a surge of AI-generated emails.
• He said he is training AI to auto-unsubscribe from spam flooding his inbox.
• Cuban believes AI outreach is a trial phase, and response rates will likely eventually drop.

Mark Cuban says the rise of AI-generated cold emails has gotten so overwhelming that he is now fighting back with AI of his own.

Speaking on the live-streamed tech show TBPN on Thursday, the billionaire investor said he recently bought a Mac Mini to help manage the growing flood of inbound messages.

"I do what everybody else does. I bought a Mac Mini," Cuban said.

Beyond AI-generated emails, he said the issue is unwanted email subscriptions.

"It's not even like the cold emails because that's pretty obvious," Cuban said. "It's people subscribing me to shit."

His fix, he said, is to use AI to automate the cleanup.

Cuban said he is training systems to take advantage of Gmail's built-in unsubscribe button, effectively creating a loop where AI filters out AI-generated noise.

"You just got to train it to hit the unsubscribe button," he said. "Then, I just review it and all that shit, so it's still a work in progress, but at least I have a path."

Cuban didn't immediately respond to Business Insider's request for comments.

A 'trial and error phase'

The approach reflects a broader shift in how executives are using AI to manage their inboxes.

LinkedIn CEO Ryan Roslansky has said he uses Microsoft's Copilot for "almost every" high-stakes message, and executives across industries, from tech to retail, recently told Business Insider's Ana Altchek that they rely on AI for day-to-day communications and reviewing documents.

Cuban framed the current moment as a trial-and-error phase, where people are testing what works and what doesn't.

"We're in that trial and error phase where people are like, 'We're going to try it, see what happens,'" he said, adding that response rates will likely fall as more AI-generated messages flood inboxes.

"Then they'll get bored, and then it'll drop off," he added.

• Tejal Rives hoped adopting AI at work would help keep her safe from tech layoffs.
• However, she lost her job at Amazon during layoffs in October 2025.
• Rives was disheartened but was glad the experience taught her about AI.

This as-told-to essay is based on a conversation with Tejal Rives, 35, who lives in Arizona. The following has been edited for length and clarity.

In October 2025, I read a news article that Amazon was planning to cut jobs. I'd survived other layoffs, but this time my gut told me I'd be affected. Sure enough, not long after, I received an email that my position as a product marketer was being eliminated.

I was one of 14,000 people impacted, and even though I understood the decision wasn't personal, it was very disheartening. I thought up-skilling in AI would make me safer from layoffs, but even though it didn't, I still think professionals should focus on learning this one important AI skill: prompt engineering.

I thought working on AI could safeguard my job

At the time of the October layoffs, there was debate around whether AI was the reason.

The company was encouraging us to use AI at the time, but I don't think it took my job. I wrote descriptions for internal products at Amazon, and when I used AI to help, I'd need to ask it to rewrite its output without fluff words. It didn't sound like how people talk. Despite my ethical qualms, I used AI, but, in my opinion, it was nowhere close to replacing my role.

Before I was laid off, I helped build an internal site for Amazon using AI. I hadn't really coded before, but with a colleague's help, I learned how to vibe code with a lot of trial and error.

I thought using AI for this project and showcasing different skills would make me more valuable to the company, but in the end, it didn't keep me from being laid off.

Initially, I felt like I'd wasted time by learning something I likely wouldn't use again, but overall, I don't think my efforts were wasted. The most important thing the experience taught me was prompt engineering, the practice of asking AI the right questions. I want to be minimal with my use of AI for ethical reasons, including around the water resources needed to power data centers. Efficient prompt engineering helps me ask AI my question once, without needing to clarify three or more times.

I'd highly recommend that other professionals learn prompt engineering to up-skill themselves in the age of AI.

The workforce has shifted, and you're likely going to need to learn AI and use it at your job, regardless of your moral qualms. We need to up-skill to survive.

I have my own business, and use AI very rarely

My husband and I already agreed that if I were laid off, I'd focus on being the primary parent to our child as well as on my career coaching business, called Do My Resume LLC, which I was running on the side of my Amazon job. Before being laid off, I planned to eventually quit my job and focus on it full-time.

I didn't realize how burnt out I was after four years at Amazon, though, and it took me a while to pivot into working on my business. For roughly three weeks, I didn't touch my computer. I took up sewing and house-cleaning projects because I needed separation from my screen.

Now, my life is slower than it was at Amazon. I spend roughly four hours a day, six days a week, on the business, and spend the rest of my time taking care of the house and my family.

The business provides career coaching and résumé-writing services, but we don't use AI to write résumés, because it's humans who read them. Recently, I used AI to give me advice about starting a YouTube series for my business, so I will use this technology to help me flesh out ideas, but very rarely. I haven't vibe-coded since the project at Amazon.

My husband is the breadwinner, and we can survive on his income, but the business is bringing in some fun money for me.

I think people should prepare for layoffs in the age of AI

Being laid off helped me remember that, at the end of the day, your job and company shouldn't be your entire life. It shouldn't come before your well-being.

I wish I hadn't sacrificed time with my child to get projects done towards the end of my time at Amazon. I'm glad I'm no longer sacrificing that time.

I think there will be more layoffs that will be attributed to AI's efficiency, and professionals should always be prepared. Reskilling in the age of AI won't necessarily stop a company from laying you off, but it might help you land a role faster.

Amazon did not provide a statement in response to a request for comment from Business Insider.

Do you have a story to share about being laid off in 2026? Contact this reporter at ccheong@businessinsider.com

• A Cognizant study suggests 93% of jobs across the workforce are impacted by AI in some way.
• While AI could replace some jobs entirely, it will likely change the work that makes up many other roles.
• What tasks would you like to pass off to AI? What tasks do you enjoy? Take our survey below.

AI is coming for your job — or at least part of it.

A January study from IT services company Cognizant, which analyzed 18,000 workplace tasks, found that 93% of jobs are affected by AI to some degree. In the US, that could result in roughly $4.5 trillion of human labor shifting to AI — and it's happening at a faster rate than expected.

Cognizant projected in 2023 that 90% of jobs would be impacted by 2032. Now, a slightly elevated level of disruption is arriving about six years ahead of schedule. The pace of exposure has surged, too. Instead of rising 2% annually, it's now accelerating at closer to 9%, the report found, with AI's potential impact across occupations coming in 30% higher than earlier estimates.

While there are plenty of concerning predictions about AI replacing jobs entirely, there's also the possibility that the technology will allow many workers to spend more time on certain tasks and offload others to AI.

Given the assumption that AI is going to take at least some part of your job — if it hasn't already — we want to know what you would be happy to pass off, and what tasks you want to keep.

Take our survey below:

• Valerie Lockhart has struggled to find work since being laid off by Morgan Stanley in March 2025.
• Despite applying to more than 500 jobs and landing some interviews, she's still waiting for an offer.
• She said the search has taken a financial toll on her family, and she had to start a GoFundMe campaign.

This as-told-to essay is based on a conversation with Valerie Lockhart, a job seeker in her 40s based in Georgia. She was previously a vice president at Morgan Stanley until she was laid off last year. The following has been edited for length and clarity.

One day last March, I was working from the office when I was asked to have a meeting with my manager's boss.

It didn't feel out of the ordinary at first because I'd met with them before, and our last meeting had been canceled, so I assumed we were just making it up. But when I walked into the conference room and saw an HR representative sitting there, I realized something was wrong.

I learned I was being laid off, and later found out many others were, too — including several people I knew personally.

This set me on an ongoing search for a stable, full-time role — one that has been deeply discouraging and has significantly strained my finances.

I took some time to process the layoff before searching for jobs

The layoff came as a complete surprise, and I don't know exactly why I was selected. However, I think being based in Georgia may have worked against me. My manager at Morgan Stanley was in New York, along with many of my colleagues and the company's leadership, so there weren't many people who saw my contributions in person. I think the distance may have also created some communication challenges.

While I was laid off in March, I appreciated that I was kept on the payroll through May, which meant I still had healthcare coverage. I also received one month of severance. It wasn't much since it was based on my tenure with the company, and I had only started there in late 2023.

The extra months gave me a little time to process everything instead of immediately diving into a job search. By mid-April, though, I was actively looking for work — and I've been searching ever since.

I applied to over 500 jobs, but still struggled to land one

Before I started submitting applications, I updated my LinkedIn and analyzed my résumé to make sure the ATS systems that screen résumés these days would actually read it.

Then I started applying to roles online and reaching out to my network about opportunities, with a focus on governance, risk, and compliance roles at larger companies.

I consider myself fairly organized, so I created a spreadsheet to track every job I've applied to. By November, I had applied to more than 550 jobs. The hundreds of roles I applied for weren't random applications. They were positions I carefully selected.

Out of those, I heard back — beyond a basic "no thank you" email — from about 25 of them.

I made it to the final round multiple times, but none of those interviews led to an offer. At the last stage, something always seems to flip, and it doesn't work out.

My search has taken a financial toll

My job search has had a significant impact on my finances, as I'm the primary earner for my family — my spouse, my son, and me. We've relied on general savings, retirement accounts, and unemployment benefits. It's affected every aspect of our financial life.

Paying our mortgage has been the biggest challenge. We've tried to cut back wherever we can, including canceling some entertainment services. Every bit of savings helps, but it doesn't change the reality that housing is expensive.

Unexpected expenses have only made things harder. One day last September, we came home to find the right side of our garage — where we stored some valuable items — flooded. There were thousands of dollars' worth of damaged property.

We later learned that a pipe leak under the house was to blame. While our home insurance would help cover some of the damage, we were responsible for thousands of dollars in plumbing repairs. Paying that bill would've meant using money we needed to stay afloat and put food on the table.

So we delayed the repair, knowing that until it was fixed, we wouldn't have hot water. It felt like our own "Little House on the Prairie" moment.

To try to raise money for the repair, we started a GoFundMe campaign that, after some hesitation, I shared on LinkedIn. We raised a few hundred dollars, but it wasn't enough to cover the full cost.

Some companies seem to be looking for unicorn candidates

Eventually, I had a bit of luck. In January 2026 — about seven months after I began looking for work — I started a temporary, full-time contract role. I was finally able to save enough money to repair the hot water.

Because the position is temporary, I haven't stopped looking for work.

While my connections have helped me land some interviews, I've had to broaden my search beyond the companies where I have strong ties. At times, it feels like I'm either underqualified or overqualified for the roles I apply to. Some companies seem to be looking for unicorn candidates and would rather leave positions empty than hire someone.

I'm still applying and hoping something works out. At this point, I just need one opportunity.

Do you have a story to share about struggling to find work? Fill out this form, or contact this reporter via email at jzinkula@businessinsider.com, or via Signal at jzinkula.29.

• Nancy Hagans is an intensive care unit nurse in NYC and union president.
• She told Business Insider about how health tech has changed during her 39-year career.
• Each shift is intense, but Hagans said nursing is the most rewarding job she's ever done.

This as-told-to essay is based on a conversation with Nancy Hagans, a nurse in the intensive care unit at New York City's Maimonides Medical Center and president of the New York State Nurses Association. The union ended a 41-day strike in February, securing raises and layoff protections for staff. This conversation has been edited for length and clarity.

I wake up 5:30 a.m. each morning, say my daily prayer, have a cup of coffee, and arrive at work at least half an hour early.

I've been a registered nurse for the past 39 years, and most of my work is in the surgical intensive care unit. I start my shift by greeting the night nurses and checking on my patients, but there's rarely a routine day at the ICU — it could be quiet one minute and the next minute, everything is happening. My hospital is a trauma center, so I could walk into an emergency before I even put my coat down.

I decided to become a nurse because I'm from Haiti, and my Haitian patients were discriminated against. Going to the hospital was very hard, and I wanted to be in a situation where I could make a difference for immigrant communities.

The profession is extremely rewarding. The nurse is the first person patients see when they walk in, and the last person they see when they leave. In stressful situations, the patient depends on their nurse. I may have to walk away, wipe my eyes, and take a deep breath, but then I go back to their room and think: What is it that I could do to make this person better? How can I alleviate their anxiety?

If you're nervous, odds are the patient is nervous, and the family is nervous. I have to be the advocate for my patients. It's my job to make sure they are receiving the proper medications and are seen quickly by the doctors. Every patient is a VIP, and I treat them with the highest quality of care — regardless of their religion, background, and immigration status.

Technology has changed throughout my career, and I welcome the help. When I first became a nurse, I had to do everything myself. I calculated medication doses and hand-wrote patient reports. Computers are much faster at organizing these treatment notes, doing math, and protecting sensitive information. It's not a replacement for the human touch, but it helps us document our care more effectively and spend more time with patients.

When it comes to care, we are not going to cut corners. We're not going to stop fighting for our patients, our colleagues, our pay, and safe staffing ratios at our workplaces — because more nurses means better care. I need people to know that nurses are the front line, they're the backbone of every hospital. The medical field can't operate without us. We keep our patients alive.

I would encourage students to think about nursing as a profession. About a year-and-a-half ago, I ran into a former patient in a supermarket. Standing in the aisle, this former patient told me, "You don't remember me, but I could never forget you."

It's the most rewarding job I've ever done.

• Cheap drones, missiles, and mines make chokepoints like Hormuz harder for the US to secure quickly.
• The US Navy could need weeks or months to fully secure shipping lanes.
• Even limited transit disruptions can spike oil prices and rattle global markets.

The "load-bearing assumption" among some investors that US Navy warships can easily keep vital chokepoints like the Strait of Hormuz open in times of conflict is slowly crumbling, steadily driving oil prices higher, a leading energy consultant said this week.

Robert McNally, a former Bush administration energy advisor and president of Rapidan Energy Group, told Business Insider on Wednesday that the market situation could worsen as US efforts to reopen the Strait of Hormuz, which handles 20% of the world's oil flows, drag on and as the potential scale of the looming energy crisis hits investors.

There is a "belief that something like this either can't happen, which was the belief before, or can't go on for long," McNally said, but as time goes on, "the remaining reservoir of just disbelief" that an essential energy chokepoint could be restricted for this long "is going to drain away," pushing prices higher in "the world's, by far, largest energy disruption in history."

To militarily secure the oil route for tanker movement, US forces will first need to substantially degrade Iran's missile, drone, and mine threats, the oil consultant and a military analyst said. That campaign could take weeks or months — long enough to significantly drive up oil prices and rattle global markets.

Surging prices and bleak predictions

The US has already been at war with Iran for weeks now. Over a dozen foreign oil tankers have been struck amid the fighting, and Brent crude prices have been climbing, jumping recently to over $100 per barrel, up from about $70 just before the conflict began, briefly surging toward $120 in the latest spike before edging back down. Year to date, oil prices have risen 78%, largely driven by disruptions created by the Iran war.

McNally predicted bleaker market outcomes if the war continues or if the conflict's combatants — the US, Israel, and Iran — target the so-called "crown jewels" of the global energy system, escalating the crisis rather than reining it in.

Israeli strikes on the South Pars Gas Field in Iran on Wednesday and Tehran's retaliatory strike on Qatar's LNG gas facility have set the stage for that kind of tit-for-tat escalation, even as President Donald Trump attempts to manage the increasingly volatile situation via his social media accounts.

Despite growing market concerns, the US Navy hasn't stepped in to escort oil tankers the way it has in past periods of conflict and tension in the Middle East. Trump administration officials have said that escorts might be an option when it's "militarily possible."

"It takes a while to secure a strait. Iran has a lot of asymmetric layered capabilities," McNally said, pointing to "potent" weaponry ranging from coastal defense missiles to mines to mini-submarines. An escorting warship accompanies a tanker to protect it from threats like missiles, small boats, and even attack drones that Iran can use with little notice in the strait or on the approaches to it.

Escort missions come only "after you pummel Iran for weeks," he said.

US Central Command, which oversees American operations in the Middle East, said on Tuesday that US forces had dropped 5,000-pound bunker busters against hardened anti-ship cruise missile targets along the Iranian shoreline. And on Thursday, the command released video footage of strikes on Iranian naval targets that "threaten international shipping in and near the Strait of Hormuz."

US armed forces have so far sunk over 120 Iranian naval vessels while also targeting naval drone facilities, storage centers for sea mines, and torpedo production sites. Additionally, A-10 attack aircraft are in the fight, gunning for Iranian fast boats.

The US military is "zeroed in on dismantling Iran's decades-old threat to the free flow of commerce through the Strait of Hormuz," CENTCOM commander Adm. Brad Cooper said on Monday.

"And we're not done," he said.

A process, not a quick fix

Assumptions that the US can quickly and easily secure vital sea lanes have been shaped by past conflicts where American naval power restored order relatively quickly.

During the Tanker War in the 1980s, US-led escorts helped keep oil flowing despite attacks in the Gulf between Iran and Iraq, and in later conflicts, the US military demonstrated the ability to rapidly overwhelm adversaries.

Those experiences, McNally said, have reinforced a broader expectation in certain markets and policy circles that any disruption to key chokepoints would be short-lived and manageable. That assumption is now colliding with very different threats.

"The weapons proliferation has just dramatically expanded," Bryan Clark, a retired US Navy officer and a defense analyst at the Hudson Institute, told Business Insider on Wednesday.

"You can sort of hang on forever by just using Shahed drones and little drone attack boats," he said, adding that "drones are going to be the biggest threat."

In heavily constricted waterways, like the Strait of Hormuz, which is just 21 nautical miles across at its narrowest point, state and non-state actors can "basically create an ambush situation where you can target shipping," he said.

An Iranian anti-ship cruise missile could hit a tanker in the strait within seconds, giving warship crews very little time to react. And that is only one potential threat.

The Houthis, an Iran-backed militant group in Yemen, seized on that exact opportunity in recent years, targeting both military and commercial vessels around the Bab al-Mandab Strait.

To forcefully curb the Houthi threat, the US launched Operation Rough Rider in March 2025. That effort took 52 days and more than $1 billion to get the rebels to stand down — and shipping still hasn't fully recovered, as many commercial shipping companies have opted for higher prices and longer transit times rather than face the elevated security risks.

The current situation carries greater complexities. Iran has a much deeper arsenal than its proxies, and it has leverage as long as it is willing and able to fight. There are no alternative routes to the Strait of Hormuz for oil tankers loaded with crude oil or LNG.

Launching a naval escort mission in the Strait of Hormuz "would pretty much take up all of our deployed forces in that region," Clark said. Without allied support, which isn't coming together, "it's going to take at least a dozen destroyers to do the escort mission."

"They would be all tied up doing that," he said.

Israel, waging war against Iran alongside the US military, has a small surface fleet. US European allies have balked at entering the conflict, though some have deployed ships to defend their assets in the region. Some allies have shown support in condemnations of Iran, but for a potential escort mission, the US could be forced to go it alone, relying on a mix of combat air patrols and naval power.

Clark warned that the mission could go on for months because the Iranians "can hold out for a long time, given the number of weapons they've squirreled away." The Pentagon has acknowledged the challenge of weaponry buried over decades.

As cheap weapons like Shahed drones lower the barrier to entry for precision strike for countries like Iran and aggressive non-state actors like the Houthis, McNally said that it looks like oil disruption is increasingly becoming a tool of coercion in modern conflict. These vessels are being targeted, not merely caught in the crossfire, and that will demand shifts in strategic-level thinking.

Even without a full shutdown of important chokepoints, any disruption alone can shake global markets. In energy markets, delays and uncertainty can trigger price spikes. That's leverage for malign actors, even those limited in conventional military might.

McNally said that "folks will be watching very closely how successful we will be in the coming weeks in suppressing that."

• A Pentagon official recently demonstrated how a Palantir tool can be used to support strikes.
• Cameron Staley, the Pentagon's chief digital and AI officer, praised Palantir's Project Maven.
• According to multiple reports, the US military has relied on Maven to help carry out its war with Iran.

A top Pentagon official provided a rare look inside how the military uses Palantir's Project Maven to carry out strikes.

Once you detect something you want to target, "this is what we do," Cameron Stanley, the Department of Defense's chief digital and artificial intelligence officer, said during a presentation at Palantir's AIPCon 9.

"Left click, right click, left click," he said.

Palantir posted a video of Stanley's demonstration over the weekend showing how the system could use satellite imagery alongside multiple data feeds, including a flight-tracking system.

Using the system, he highlighted how the list of potential targets could be narrowed to a specific car in the parking lot.

In another part of the demo, Stanley showed how artificial intelligence is used to identify "what the best asset" is to carry out the strike. For the demonstration, it was a mounted .50-caliber M2 Browning machine gun on a Stryker armored fighting vehicle.

"We've gone from identifying the target, to now coming up with a course of action, to now actioning that target all within one system," Stanley said. "This is revolutionary."

We were having this done in about eight or nine systems, where humans were literally moving detections left and right in order to get to a desire end state, in this case actually closing a kill chain," he said, pointing to combat footage of a strike.

"When we started this, it literally took hours to do what you just saw," he said of the process of going from detection to targeting to decision-making to engagement. "We've been able to reduce that time significantly."

Palantir CEO Alex Karp and his deputies are somewhat cagey about exactly what Project Maven entails, given its classified uses. Citing information "in the papers," Karp said that his company has provided the US and its allies an advantage on the battlefield.

"The fact that you can now target more precisely, more accurately, more quickly, and that, meaning America, can do all these, organize the total power of our fleet and all of our resources, and bring it to bear against our adversaries and enemies has shifted the way in which war is fought," Karp told CNBC on the sidelines of the conference. "And I have read that Palantir's Project Maven is the core backbone of that."

The Army's Commander and Staff Guide to Data Literacy says that Maven is part of "the cutting-edge capabilities" troops rely on "to assist in targeting and executing strikes."

"While MSS can greatly enable the decision-making process, staff members will need to have a cursory understanding of how these emerging systems function to fully appreciate their capabilities and limitations," the guide reads, referring to the Maven Smart System.

The MSS has been an integral part of the US's War in Iran, The Washington Post recently reported. Anthropic's Claude is embedded in the system, a topic of major discussion after Defense Secretary Pete Hegseth moved to effectively blacklist the AI startup after it refused to give the Pentagon unfettered access to its AI models.

Business Insider has not independently confirmed Maven's use in Operation Epic Fury nor the integration of Anthropic's models into Maven's systems. Spokespersons for the Pentagon and Anthropic did not immediately respond to requests for comment.

President Donald Trump ordered all federal agencies to stop using Anthropic's products within six months. Anthropic has sued the Pentagon, the Executive Office of the President, and a host of other federal agencies to block Hegseth and Trump's directives.

Initially overseen by Google, Palantir took over Project Maven, part of the software company's highly successful partnerships with the US and allied governments. Karp boasted last year that Palantir's products are so popular that he doesn't have time for US allies who hassle the company with endless meeting requests.

"I'm telling governments all over the world, look, we're not showing up to do this sales call for Maven," Karp told podcaster Molly O'Shea in November 2025. "You know it works. We know it works. Show up to my office and explain how you're going to make this easy for us, because we don't have huge bandwidth."

• The Federal Reserve will announce its March interest rate decision on Wednesday afternoon.
• It's likely the FOMC will hold rates steady, especially as the Iran war has sent oil markets into chaos.
• The Fed will also release its first economic projections of 2026.

It's been a tumultuous few weeks for the US economy, and the Federal Reserve is paying attention.

The central bank will announce its second interest-rate decision of 2026 on Wednesday afternoon, with CME FedWatch predicting a near-total chance of a rate hold based on market moves. The Fed cut rates three times in the second half of 2025, and has penciled in at least one rate cut for the new year. For consumers, these policy decisions affect inflation, the job market, and borrowing costs.

At the March meeting, Fed leaders will consider the dismal February job growth report, steady inflation rate up through last month, first-quarter business outlook, and the budding energy and oil crisis in Iran. This is also Jerome Powell's second-to-last meeting as chair. He's set to be replaced by ex-Wall Streeter and Trump appointee Kevin Warsh in May if Warsh is confirmed by the Senate.

Here's what you need to know ahead of the decision.

The Fed has a near-total chance of holding rates

It's likely that the Fed will take a conservative approach to monetary policy in March. Holding rates steady could help control inflation. The ongoing Iran war has raised the price of gas and oil — something that's likely to impact everything from plane tickets to grocery costs over the next several months unless the situation improves. The February consumer price index, released March 11, increased 2.4% year over year, the same rise as in January. However, this figure doesn't yet reflect the spike in energy prices, as the overwhelming majority of the data predate the start of the conflict.

The Strait of Hormuz — a major trade throughfare between the Persian Gulf and the Gulf of Oman — has been largely closed by Iran's leadership since early March. The move is cutting off about 20% of global oil production, causing market volatility. Oil prices recently surged past $100 a barrel, and while they've calmed slightly, the key commodity is still far more expensive than it was before the war.

Mark Hamrick, senior economic analyst at Bankrate, told Business Insider the oil shock "creates a real problem for consumers in the broader economy at a time when affordability challenges have already been first and foremost in terms of the major issue that voters and consumers have been railing against."

Oil isn't the only commodity choked off by the closure of the Strait — the hit to fertilizer prices could soon cause food costs to rise if the war continues.

The job market, meanwhile, is showing clear signs of weakness. The disappointing February jobs report showed that US lost 92,000 jobs that month. The unemployment rate also inched up to 4.4%. This is a contrast from January growth and the central bank's optimistic employment outlook at their last meeting.

"The January report saw a really stark reversal from the slow movement in 2025, and there was a lot of expectation that this momentum would continue and keep pace. And that was not the case for February," Nicole Bachaud, an economist at ZipRecruiter, said.

Cory Stahle, an economist at Indeed Hiring Lab, advised people to look at the broader job market trend after the US got one good January report and a bad one in February. Still, as Stahle pointed out, the US basically hasn't created jobs in the past six months.

The Fed will also release its quarterly economic projections on Wednesday, offering a window into its rate decisions for the remainder of the year. With a recent track record of policy disagreements among Fed leaders, it's possible there will be a wide range of predictions.

What the Fed's decision means for consumers

Fed decisions impact mortgage and credit card rates, auto loans, inflation, and job market churn over time. Lower rates may juice a sluggish job market, at the risk of pushing consumer prices higher. Powell and the Federal Open Market Committee will weigh which side of their dual mandate to prioritize. The bank's inflation goal is 2%.

If the Fed holds rates, Americans' finances will remain largely unchanged. Mortgage, auto, and credit rates tend to fluctuate alongside the federal funds, though it takes a pattern of decisions before interest rates change noticeably for consumers. Businesses and job seekers hoping for cheaper borrowing and a hotter labor market might have to wait until later this year.

Powell said at the last Federal Open Market Committee press conference in January that America's economy is coming into the year "on a firm footing," but "policy is not on a preset course, and we will make our decisions on a meeting-by-meeting basis."

Leadership changes are imminent

Trump has nominated Warsh, a former bank executive and central bank governor, to succeed Powell as Fed chair. Warsh has a reputation for hawkish monetary policy and for being tough on inflation, and it's unclear whether he will follow through on Trump's request for more rate cuts.

Matt Colyar, an economist at Moody's Analytics, said the inflation story will be interesting to follow.

"You got a Fed chair tapped because he got the job because of his stated intention of lowering interest rates, and now you're going to get an inflationary shock that's going to push up prices with no real clear end game in sight," Colyar said about the oil shock and spillover effects from the Iran war.

Warsh's nomination is shadowed by tensions between the central bank and the White House. Fed Governor Lisa Cook's case was heard by the Supreme Court earlier this year after Trump accused her of mortgage fraud, which her legal team denies. Powell also announced in January that the Department of Justice launched a probe — which is still ongoing — into the Fed's handling of construction at its Washington, DC, buildings.

The probe sparked major concerns about political pressure on interest rates and Fed independence. Last week, federal judge James Boasberg squashed two subpoenas from the DOJ as part of the probe.

"A mountain of evidence suggests that the Government served these subpoenas on the Board to pressure its Chair into voting for lower interest rates or resigning," Boasberg said.

Senators from across the aisle, including retiring North Carolina Republican Thom Tillis, who sits on the Senate Committee on Banking, Housing, and Urban Affairs, have signaled that they will oppose a confirmation vote for Warsh or any of Trump's Fed picks because of the DOJ probe. These confirmation hearings have not yet been scheduled, though Powell's term ends May 15.

The president hopes to see a rate cut sooner rather than later.

"Where is the Federal Reserve Chairman, Jerome 'Too Late' Powell, today?" Trump posted on March 12. "He should be dropping Interest Rates, IMMEDIATELY, not waiting for the next meeting!"

Last July, four high-ranking tech executives — all of them involved with artificial intelligence — were sworn into the US Army Reserves with the rank of lieutenant colonel. They were part of a new unit called Detachment 201, also known as the Executive Innovation Corps. The Pentagon has introduced many initiatives to deepen relationships with Silicon Valley. But making officers out of multimillionaire executives with no military experience served as a strong symbol of a new era in which venture capitalists and technologists see themselves as essential to the defense of the nation.

The tech industry, which once prided itself on its libertarian- and counterculture-inflected antiwar ideals, has emphatically re-enlisted in the American military project. Drawn by patriotism and lucrative government contracts, numerous tech companies — from established giants like Google and SpaceX to military-minded startups in Southern California — have started working for the defense establishment, from supplying the Department of Homeland Security to building AI-powered drones and autonomous weapons to be used in Ukraine, Gaza, and Iran. Anduril, a leading munitions startup, just announced a Pentagon contract that may be worth up to $20 billion.

No company has driven tech's transformation from keyboard to warrior like Palantir, a data and analytics firm cofounded by Peter Thiel, which has a current market cap of $360 billion. Palantir's financial network and its alumni are responsible for bringing numerous defense-tech startups into being. And it helped brush away the tech industry's reticence to be involved in war-making.

Now, a growing canon of books by and about Palantirians is helping to crystallize, and proselytize, tech's new hawkishness. Last year, Karp and his Palantir colleague Nicholas W. Zamiska published "The Technological Republic: Hard Power, Soft Belief, and the Future of the West," which outlined their austere vision for a militarized republic secured by Silicon Valley technologies and led by highly skilled engineers. Last fall, New York Times Magazine contributor Michael Steinberger published an authorized biography, "The Philosopher in the Valley: Alex Karp, Palantir, and the Rise of the Surveillance State." Now, Shyam Sankar, Palantir's chief technology officer and one of the four techies-turned-officers, has published "Mobilize: How to Reboot the American Industrial Base and Stop World War III." Cowritten with his colleague Madeline Hart, "Mobilize" claims that the US government needs to urgently boost military production — with the help of Silicon Valley — in order to head off a conflict with China, which the authors think will attempt to capture Taiwan in 2027.

From these books, and from a battery of public statements by Karp and his cofounders, a distinctive worldview emerges — an unapologetically nationalistic attitude that has total contempt for one's enemies in politics and business and that sees constant, world-rending conflict in our future. This belief system was developed by a group of people who exhibit a profound wish to live in interesting times, to be the shield defending America in a world of constant threats. You might call it Palantirianism.

Birthed from the 20-year-long global war on terror, which coincided with the tech boom, Palantirianism holds that America's adversaries don't negotiate for peace. They surrender entirely — or, as Karp has said, they will be too "scared" to challenge the US in the first place because they fear immediate destruction. Palantirians' catchword is "deterrence" — derived not from fear of mutual nuclear annihilation or diplomacy but by developing overwhelming AI-based firepower. "The preconditions for a durable peace often come only from a credible threat of war," Karp writes in "The Technological Republic."

Under Palantirianism, the military-industrial complex that President Dwight Eisenhower famously warned about is good for the world — but it would be far better with the tech industry's participation and leadership. "Eisenhower wasn't warning about the existence of the military-industrial complex; he was warning about its potential for undue influence, a distinction often lost," write Sankar and Hart. In their view, bringing together Silicon Valley and the Pentagon is not a step toward undue influence for America's tech billionaires. It's exactly what the country requires: "American capitalism and the American military need each other," they write. "Reuniting the American industrial base, commercial and defense, is an existential issue."

Palantirians see securing American military hegemony as the national priority. Karp, who once called himself a "neo-Marxist" and a Democratic Party supporter before drifting rightward, told his biographer that national security is the only issue that matters to him, and that the tech industry's workers should devote themselves to the same. "A generation of programmers remains ready to dedicate their working lives to sating the needs of capitalist culture, and to enrich itself, but declines to ask more fundamental questions about what ought to be built and for what purpose," he writes. The answer for Karp, the high priest of Palantirianism, is obvious: What ought to be built is what makes people safer. What makes people safer is empowering the military, police, and intelligence services. That is his vision of the common good.

His vision is now transforming the tech industry, the military, and how we look at national security. "We have made the mistake of allowing a technocratic ruling class to form and take hold in this country without asking for anything quite substantial in return. What should the public demand for abandoning the threat of revolt?" Karp writes, sounding like the Marxist of his youth. "Free email is not enough."

Palantir grew out of a program at PayPal — where Thiel was CEO — to fight financial fraud in its system. The company itself was later founded in 2003 with an explicit mission: defending the West, which its founders see as imperiled. "A moment of reckoning has arrived for the West," Karp writes early in his book. It's not always clear what those threats are (or even what constitutes "the West"). In the conservative tech mogul's imaginarium, wokeness and DEI seem to be as dangerous to the American public as a revanchist Russia. Karp frequently refers to an organized "assault on religion," without elaborating except to say that it "left us vulnerable as a society."

With seed money from the CIA's In-Q-Tel venture capital firm — which the agency established to help incubate national-security startups — Palantir slowly grew to become the go-to analytics platform for much of the military and intelligence establishment. It wasn't an easy ride: The company was in the red for more than 20 years, and it sued the US Army, claiming that it had boxed out Palantir by violating its own procurement rules. Palantir won the lawsuit, cultivated numerous government and military insiders (who were sometimes given its software for free), and now runs a software platform, known as Project Maven, that's used across the US military and NATO. It has other software tools that have been used by corporations, police departments, hospitals, and the federal government when it was tackling the COVID-19 pandemic.

Maven started as software to analyze drone video feeds, with a $10 million contract going to Google. After Google employees protested working for the Pentagon and Google dropped the project, Palantir, working alongside other tech companies, picked it up and ran with it. Maven eventually became "an all-purpose AI operating system" integrating vast data sources into a dashboard that intelligence analysts have said makes their work much easier, even saving lives in the field. Maven is now used in conjunction with other systems, such as Anthropic's Claude chatbot, which sits on top of Palantir's platform. The Washington Post reported that Claude was used to rapidly generate thousands of targets for the ongoing US-Israeli bombing campaign in Iran. The US military is investigating whether AI was used to target the bombing of a school that killed at least 100 Iranian children. In a sign of how Maven has the potential to take humans out of the loop, Sankar and Hart note in their book that "machine-to-machine connections were enabled to allow Maven to communicate with weapons systems and send confirmed targets directly to artillery."

With its martial mission, Palantir isn't like many software companies. Most employees have one of three job titles: deployment strategist, product development engineer, or forward-deployed engineer. The latter group is software engineers sent to work directly with clients — whether in Manhattan or Kabul — to customize Palantir's tools and troubleshoot on the fly.

Leading this motley "artists colony" is Karp, who has a Ph.D. from Goethe University, enjoys cross-country skiing with his Norwegian ex-commando bodyguards, practices tai chi, and retains four Austrian assistants with whom he speaks in German. An ex-Israeli intelligence officer serves as "a kind of fixer" for Karp, who describes to his biographer a lifelong feeling of personal vulnerability.

Karp once had a policy of never spending more than $1 million for a home; that was before he received a $1.1 billion pay package in 2020. Now he owns a private jet and lavish properties all over the country, most of them in ski areas. Recently, he spent $120 million on a Benedictine monastery in Colorado.

He calls himself "a fluorescent praying mantis." With his many-limbed mannerisms and braggadocious quips, Karp has turned himself into a mascot for Palantir's culture. "Always energetic and upbeat around the office," he's known for launching into impromptu talks with employees that become an "orgy of free association," Steinberger writes. He can be "a little bit incoherent," but also exhibits "crazy charisma."

In public, his mad-mogul image can play well, generating viral clips of his vows to drone enemies with "fentanyl-laced urine." TV producers began to love him because "he was reliably unfiltered, thanks in part to his practice of getting hopped-up on Mexican Coke beforehand."

The son of a white Jewish father and a Black mother, Karp's identity has been a core throughline in his life and career. As a child, Karp was bullied at school, contributing to a sense of fear and personal instability.

"You're a racially amorphous, far-left Jewish kid who's also dyslexic — would you not come up with the idea that you're fucked?" Karp says to Steinberger. In this context, Karp's sense of identity was hopelessly complicated and a potential social liability.

Karp didn't tell his Palantir colleagues that he was Black until 2019, but he presented differently in his youth. He went to college at Haverford, where he "was active in black student affairs, and his social life mainly revolved around Haverford's black community," Steinberger writes. He organized a conference at Yale about racism on college campuses and wore a Palestinian keffiyeh in a yearbook photo. One of his close friends from the time said, "He was much more of a Black man then than he is now."

After college, Karp enrolled at Stanford Law School, which he almost immediately regarded as a mistake. He became friends with another disenchanted classmate, Thiel, who at the time was already a deeply ideological veteran of campus culture wars.

After Stanford, Karp moved to Germany to pursue a doctorate in sociology at Goethe University. Karp would later say that Jurgen Habermas, one of Germany's postwar intellectual giants, was for a time his dissertation advisor, which Habermas has denied. According to letters examined by Steinberger, Habermas tried to steer Karp toward an English-language degree in another subject. "Your topic would require a literary approach to a topic that often overwhelms the linguistic sensibility of us native speakers — and yours, you won't blame me, even more so," Habermas wrote to Karp.

Karp didn't listen. He went on to finish his dissertation — an examination of how aggression is used as a tool of social integration — which he wrote in German under the supervision of Karola Brede, who had previously studied under Habermas. With Brede, Karp cowrote an academic article — the only one he published — a consideration of "eliminationist" anti-Semitism and Daniel Goldhagen's book "Hitler's Willing Executioners."

In the years since, Karp has embraced his Jewishness while expressing reluctance to claim his Black identity. The story of his parents' relationship became for him a kind of cautionary tale of how identity politics run amok.

"My father wanted to marry a Black woman," says Ben Karp, Alex's brother. "Dating Leah was a powerful way of signaling his progressivism," Steinberger notes. Leah Jaynes liked that Bob Karp was Jewish, and Karp liked that she was Black. They eventually divorced, after which Bob Karp remarried and adopted biracial children. Bob's new family didn't sit well with his sons. "Alex's realization, years later, that racial and ethnic identity had been foundational to his parents' relationship was part of the reason he developed a visceral dislike of identity politics," writes Steinberger. "He felt as if he had been the product of virtue signaling, and it bothered him."

Steinberger depicts Karp's personal reckoning over his parentage as part of what moved him to the right. In 2015, he told company employees that he didn't like Trump. According to "The Philosopher in the Valley," Karp once told a friend that he wouldn't mind pushing Israeli Prime Minister Benjamin Netanyahu out of a helicopter. The company has gone on to work for ICE and other government agencies executing hardline Trump policies.

Two global events contributed to Karp's political metamorphosis: COVID and Hamas' attack against Israel on Oct. 7, 2023. During the pandemic, Karp stocked up on canned food and bullets, and loved his time in isolation. "While the pandemic was wretched for most people, Karp found it blissful," writes Steinberger. Plenty of time for cross-country skiing.

After Palantir returned from remote work, Karp's proclamations became more extreme. He started calling Palantir "a prepper company" and reveling in its role in doling out violence to enemies of the West.

Oct. 7 reanimated Karp's sense of personal vulnerability and his commitment to Israel. Having once celebrated the virtues of debate with his friend and political opposite Peter Thiel, he told Palantirians that the company wouldn't tolerate any disagreement over its work for the country. Palantir took out a full page ad in The New York Times declaring, "Palantir Stands With Israel."

Under Karp's never-apologize-never-explain leadership, Palantir has become a leading bogeyman for opponents of the surveillance state. New York City is now speckled with posters denouncing the company as the "enemy." Former Treasury Secretary Robert Reich recently called Palantir "America's most dangerous corporation."

The truth is more tangled. By its own claim, Palantir proudly stands for American militarism, abets the surveillance state, and has catalyzed a shift in the tech industry toward supporting the security services. But influential as Palantir is, the company makes software — tools to implement government policy. It does not directly collect data or conduct surveillance. It sucks up that information from clients, including authoritarian states, making the job of war-making or repression potentially much easier. There are numerous firms beyond Palantir — including the big five "prime" defense contractors — engaged in this kind of work.

Palantirianism — a belief system that is now being spread through venture capital investments in startups like Anduril, Saronic, and Shield AI, and tech's close alliance with the Trump administration — is far more influential than Palantir itself. People "want to know they are safe, and safe means that the other person is scared," Karp said at an appearance at the Ronald Reagan Defense Forum. This is the simple core belief that now animates the defense tech industry and swaths of the Silicon Valley elite. (Elon Musk is a Karp fan.)

By 2025, Karp was writing in shareholder letters that the West owed its success to its primacy at "applying organized violence" — a notion of which he evidently approved. He started talking about how certain cultures were "regressive and harmful" compared to others.

"We have been building products for a world that is violent, disjointed, and irrational, a world in which you have to show strength," Karp said during an earnings call. People "have to pick sides." Some people "are violent and not conformant with morality."

For many years, Karp said that fascism was his greatest fear. He wanted nothing more than to stem the rise of the far right in America. Yet Karp's company has provided direct assistance to what many observers have described as the most authoritarian president in US history. He did all this with the help of his close friend Peter Thiel, Palantir's chairman, an early Trump supporter who decades ago said that he had tired of electoral democracy. Steinberger summed up the contradiction: "With Trump restored to power, it appeared that authoritarianism had triumphed in the United States and that Palantir, which Karp had always touted as a bulwark of the liberal international order, would henceforth be serving the agenda of a president who was contemptuous of America's political tradition."

Although Karp has matured, in his biographer's view, into a "statesman CEO," he is still driven by spleen. Throughout "The Philosopher in the Valley," he repeatedly complains that his college alma mater hasn't invited him to give a speech or cultivated him as a donor. Karp seems to detests Haverford with a similar passion that he applies to terrorists and student protesters. "I eventually came to realize that he needed enemies," Steinberger writes of Karp. That need, it turns out, has implications for us all.

Jacob Silverman is a contributing writer for Business Insider. He is the author, most recently, of "Gilded Rage: Elon Musk and the Radicalization of Silicon Valley."

• Western militaries need to study one Ukrainian operation in particular for drone warfare lessons.
• Officials say Operation Spiderweb, which struck dozens of Russian jets, offers key lessons.
• The US Army's drone course director told Business Insider it's "the one event that I teach to the students."

Western militaries are investing heavily in drone warfare after seeing their impact in Ukraine's fight against Russia's invasion. And while it isn't necessary to absorb every lesson, current and former military officials say one major operation is worth studying closely.

Maj. Rachel Martin, director of the US Army's Unmanned Advanced Lethality Course designed to accelerate training on small drone warfare, told Business Insider that the 2025 Operation Spiderweb is "the one event that I teach to the students."

Offensive potential

In the operation, Ukraine smuggled drones into Russia, drove them to positions close to Russian airfields, and launched them at strategically valuable aircraft. The Ukrainian drones hit 41 Russian warplanes and caused an estimated $7 billion in damage.

The strikes showed how arsenals of small, cheap drones can destroy high-value military assets far from the front — and how difficult they are to defend against.

The operation was complex and took roughly a year and a half of planning, but, Martin said, it showed "that a small amount of money could be spent to destroy something at the strategic level," in this case, bombers and other high-dollar aircraft.

It cost Russia billions of dollars when it "is already hurting financially from being in a prolonged war."

Seeing that kind of low-cost attack destroying assets that could take years to replace, she said, "was a big eye-opening experience for the world." It highlighted not only what was possible with attack drones on offense, but also critical vulnerabilities.

Defensive realizations

The Ukrainian operation sparked a realization in the West about the need for significantly more protection at air bases, especially those hosting essential mission tools, such as nuclear deterrence elements.

Lt. Gen. Andrew Gebara, the deputy chief of staff for strategic deterrence and nuclear integration for the US Air Force, said of the operation last year that "disruptive" technologies like the drones seen in the Ukraine war "will have big implications not just for our bomber force or our nuclear force but really any critical infrastructure."

"We have counter-drone capabilities at these bases. Do we need to continue to modernize? Do we need to accelerate?" he said. "Yeah, absolutely, all that."

The majority of the most strategic US air assets are based inside the continental US. American airpower also depends heavily on warplanes stationed at air bases around the world. Defending against drones has proven challenging at both home and abroad, as the Tower 22 disaster and a number of domestic incidents have highlighted.

European air bases have likewise grappled with the challenge of drones, making the lessons of Operation Spiderweb particularly poignant.

Retired Air Marshal Greg Bagwell, who spent 36 years in the British Royal Air Force and served as its director of joint warfare, said last month that Operation Spiderweb holds key lessons that NATO allies need to learn.

When it comes to modern drone warfare, the West has more to learn from operations like Spiderweb than from day-to-day front-line drone fighting, he said at the UK think tank Chatham House. The West doesn't necessarily need to engage in heavy quadcopter warfare at the front when it has artillery and substantial airpower.

"The lessons that we need to learn are more from Operation Spiderweb, where Ukraine employed these drones in a much more sophisticated way and really did start to take out some significant targets," Bagwell said. That operation had a high-level strategic effect on a stronger adversary for a comparatively lower cost. It's asymmetric warfare that the West can't ignore.

Picking up lessons from the war

The US is using drone warfare in ways beyond what Spiderweb demonstrated, drawing on other lessons from the war. In its war with Iran that started last month, it has used drones to attack Iranian targets, including the new one-way attack LUCAS drones.

It's also still employing traditional drone tactics, using platforms like the uncrewed strike and reconnaissance drone MQ-9 Reaper.

The Army's new drone course is just one of the many ways that it is advancing its drone warfare capabilities, along with other moves like plans to buy at least a million drones in the next two or so years. Allies across NATO are taking similar steps.

Martin said their power is undeniable, and the course itself was created because the Army could see that it was behind in small drone warfare and needed to fix that. But the US is not in the same existential fight that Ukraine is, nor is it facing the same weapons shortages.

Drones have kept Ukraine in the fight against Russia even as other weapons ran out. They haven't been decisive, though, indicating that deep stocks of traditional and advanced weaponry still matter.

The US Army course teaches soldiers that drones aren't always the right weapon.

Bagwell also cautioned against leaning too heavily on drones. He said that drones have been "hugely useful" for Ukraine, but "these have not won the war for either side."

He said that Ukraine has "had to adapt and fight the way they can only fight, and I applaud them for what they have done. But there is a question for us in the West as to whether that is the way we want to fight."

• Companies like HP and IBM have signaled they're replacing jobs with AI.
• In February, CEO Jack Dorsey announced that Block was eliminating approximately 40% of staff.
• Klarna's workforce has halved in the last four years, and its CEO says it will shrink more.

Worries about AI one day replacing human workers have intensified in recent years — and as it turns out, that future has already arrived.

MIT released a study last year that found that AI can already replace 11.7% of the US labor market. The study utilized a labor simulation tool called the Iceberg Index, which models 151 million US workers and measures how AI overlaps with skills in each occupation.

As AI starts to replace human workers and companies invest heavily in the tech, companies have been increasingly open about the role AI adoption is playing in recent layoffs. However, while some companies have directly cited AI as a reason for workforce reductions, others have vacillated with their messaging, leaving ambiguity around the exact reasoning and whether AI is directly replacing workers.

Even as some companies replace human workers with AI, they might end up hiring more people in other roles because of it. A World Economic Forum survey found that 41% of companies globally are expected to reduce their workforces over the next five years because of AI. Meanwhile, tech jobs in big data, fintech, and AI are expected to double by 2030, the WEF said.

Here's a list of companies that are replacing — or signaling they may replace — humans with AI.

Amazon

Amazon CEO Andy Jassy has said that AI-driven efficiency gains would shrink the retail giant's workforce in the coming years — but in the company's two recent mass layoffs, Jassy said the cuts were about culture, not AI.

"Our ambition is to be the world's largest startup," Amazon executives wrote in two memos viewed by Business Insider in January. "That means doubling down on a culture of ownership, speed, and experimentation — which requires us to continue evolving how we're structured."

An Amazon spokesperson also previously reiterated to Business Insider that the cuts last October were not driven by AI.

When the October layoffs were announced, Amazon's senior vice president of people experience and technology wrote in a blog post that the move reflected a continued effort to run the company "like the world's largest startup." The SVP, Beth Galetti, also referenced a need to be leaner in the age of AI.

"This generation of AI is the most transformative technology we've seen since the internet, and it's enabling companies to innovate much faster than ever before," Galetti wrote in the post.

Atlassian

Atlassian announced cuts of 1,600 jobs in March, totaling about 10% of its global workforce. The move comes as the Australian-American software company says it is restructuring to focus on AI and enterprise growth.

In a filing with the US Securities and Exchange Commission, the company said the reduction was part of a broader effort to reposition the business for what CEO Mike Cannon-Brookes described as the "AI era."

"It would be disingenuous to pretend AI doesn't change the mix of skills we need or the number of roles required in certain areas. It does," Cannon-Brookes wrote in a message to employees.

On the "20VC" podcast in October last year, prior to the cuts, Cannon-Brookes said he planned to have more engineers at the company in five years.

"They will be more efficient, but technology creation is not output-bound," Cannon-Brookes said.

Block

In a post on X last month, billionaire and Block CEO Jack Dorsey said he was slashing nearly half of Block's workforce, cutting its over 10,000-person staff to under 6,000. The move came as he said business was strong and profits were growing, but a new way of working was emerging.

"We're already seeing that the intelligence tools we're creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company," Dorsey said in his memo on X.

In the company's earnings call that followed the memo, Dorsey said that more companies will follow suit in using AI to drive efficiency gains. Block is already ahead of the trend that "all companies will eventually" adopt, the CEO said.

Fiverr

Micha Kaufman, the CEO and founder of Fiverr, said last September that the company was slashing roughly 30% of its workforce. The cut would affect about 250 team members, and the freelancing platform had 762 full-time employees as of 2024, according to an SEC filing.

The CEO said that the cuts were needed to help turn Fiverr into a leaner and faster "AI-first company."

Kaufman said in a staff memo last April that AI was "coming for your jobs," and in May, he told Business Insider that Fiverr would only hire people who know how to use AI.

"If you don't ensure that you sharpen your knives, you're going to be left behind. It's that simple," Kaufman said.

HP

HP said it's reducing the size of its corporate workforce as a result of AI initiatives. In an earnings report last November, the company said it plans to cut between 4,000 and 6,000 jobs by the end of 2028, estimating the changes would save around $1 billion.

HP's earnings presentation at the time said part of its strategy was to cut costs through "workforce reductions, platform simplification, programs consolidation, and productivity measures" and to increase customer satisfaction, innovation, and productivity with "artificial intelligence adoption and enablement."

IBM

Arvind Krishna, CEO of IBM, told The Wall Street Journal last year that it had replaced hundreds of human resources employees with AI.

More recently, the company announced last November that it would cut thousands of workers in the fourth quarter of 2025, affecting a "single-digit percentage of its global workforce." Its CEO, Arvind Krishna, said the company is shifting priorities to hire more people around AI and quantum. He also said the company plans to increase hiring among recent college graduates over the next year.

Krishna has also said AI adoption has led to the company hiring more employees in programming and sales.

In 2023, Krishna told Bloomberg that IBM had halted or slowed hiring for back-office roles, like in human resources, that could be replaced by AI.

"I could easily see 30% of that getting replaced by AI and automation over a five-year period," he told the outlet at the time.

Klarna

Klarna's CEO says its workforce has halved over the last four years and will shrink further in the coming years.

In an interview with Harry Stebbings on the "20 VC" podcast on Monday, Sebastian Siemiatkowski said there are about 3,000 employees at Klarna, and he expects the company's workforce to drop below 2,000 by 2030. The company had 7,000 employees in 2022, he said.

The CEO said the reduction is a result of layoffs and "natural attrition," which is when the company doesn't replace workers who leave.

Siemiatkowski said on Monday that "human connection" will be vital for the company, and jobs involved in that will not be replaced by AI.

"Those jobs will remain, but for the rest it's going to be definitely smaller," he said.

Klarna declined to comment further when contacted by Business Insider. A spokesperson previously said that its AI assistant handles the equivalent workload of 853 full-time agents, up from 700 at launch. The spokesperson said it was saving the company an estimated $58 million annually.

Salesforce

Salesforce cut fewer than 1,000 workers in February, including employees from marketing, product management, data analytics, and its Agentforce AI product.

In an episode of "The Logan Bartlett Show" released last August, Salesforce CEO Marc Benioff said the company was using AI agents in its customer support division to replace humans and help the company work through more sales leads.

"I was able to rebalance my head count on my support," he said in the interview. "I've reduced it from 9,000 heads to about 5,000 because I need less heads."

A Salesforce spokesperson told Business Insider previously that Benioff was referencing an organizational transformation that took place over several months to reshape its customer support function.

After deploying Agentforce, the company no longer needed to "actively backfill support engineer roles," the spokesperson said, adding that it successfully redeployed hundreds of employees into other areas of the company, like professional services, sales, and customer success.

Wisetech

Zubin Appoo, the CEO of Wisetech, said the logistics software maker is cutting 2,000 jobs, or 30% of its staff, because of AI-led efficiency.

In a conference call on February 25, Appoo said that AI enables greater productivity in less time and with fewer employees. The Sydney-based company employed about 7,000 people, according to an annual report released in October.

"I am prepared to say this clearly: the era of manually writing code as the core act of engineering is over," Appoo said. The technology is "unlocking levels of efficiency gains across WiseTech that were previously out of reach."

In some parts of the workforce, such as customer service, one in two workers will disappear, he added.

Correction: December 1, 2025 — The bullet points of this article have been updated to clarify Amazon's statements about how AI may affect its workforce.

• The US military has stepped up its efforts to target Iran's mines, drone boats, and torpedoes.
• This comes after US officials said American strikes destroyed dozens of Iranian ships.
• These tactical efforts reflect an effort to curb Iran's ability to attack the Strait of Hormuz.

The US military is broadly targeting Iran's naval combat capabilities, expanding strikes beyond just warships to mines, drone boats, and torpedoes, the admiral overseeing the Middle East operations said on Monday.

Adm. Brad Cooper, head of US Central Command, reiterated in a video statement that eliminating Iran's "naval threats" is one of three military objectives of the American strike campaign, which just surpassed the two-week mark.

Cooper shared imagery showing the aftermath of recent US airstrikes on military sites, among which were a naval drone storage facility and buildings used to produce light- and heavy-weight torpedoes.

The US also hit more than 90 military targets on Kharg Island off the coast of Iran over the weekend, destroying storage bunkers for naval mines, among other targets, Cooper said.

Kharg Island is located roughly 300 miles from the strategic Strait of Hormuz and is the centerpiece of Iran's vast oil sector, handling 90% of its crude exports.

President Donald Trump said last week that the US military operation spared Iranian oil infrastructure at Kharg Island, although he threatened to reconsider if Iran decides to interfere with shipping in the Strait of Hormuz, a small body of water between the Persian Gulf and the Gulf of Oman that serves as one of the world's most important naval choke points.

"We're also zeroed in on dismantling Iran's decades-old threat to the free flow of commerce through the Strait of Hormuz," Cooper said Monday. "Through a combination of air, land, and maritime capabilities, we have successfully destroyed over 100 Iranian naval vessels, and we aren't done."

The US military said last week that it had damaged or destroyed more than 60 Iranian ships and 30 minelayers since the start of Operation Epic Fury on February 28. Satellite imagery obtained by Business Insider shows several destroyed vessels in Iran's ports in the early days of the war.

US forces have used MGM-140 Army Tactical Missile Systems (ATACMS) to sink multiple Iranian ships, including a submarine, Gen. Dan Caine, the chairman of the Joint Chiefs of Staff, told reporters on Friday.

The expansion of airstrikes beyond warships reflects the Trump administration's efforts to restrict Iran's ability to threaten the Strait of Hormuz and other waterways, where the Iranians are more likely to fight with covert, asymmetrical capabilities than traditional surface combatants.

American and Israeli strikes have killed hundreds of people and wounded thousands more in Iran, while Tehran's missile and drone attacks have killed dozens in Israel and the Gulf states, according to local health ministries, officials, and media reports.

Meanwhile, at least 13 US service members have been killed, with at least 140 wounded, since the start of combat operations against Iran. The most recent losses were the six crew members who died after their KC-135 refueling aircraft crashed in Iraq on Thursday.

• Saul Van Beurden thinks employers and employees share responsibility for AI adoption.
• Wells Fargo doesn't mandate AI use; instead, it aims to generate "grassroots enthusiasm."
• Van Beurden said employees need new skills to stay competitive for both redeployment and new jobs.

Saul Van Beurden is the man helping Wells Fargo confront a question hanging over banks of every size: What happens to jobs in the age of AI?

He and his central team can't, and shouldn't, figure out what an AI-ready Wells Fargo looks like alone. The bank must teach employees skills to stay competitive in a changing industry, and they must choose to learn them, Van Beurden said.

"You cannot deny things," Van Beurden, who is the head of AI and the co-CEO of consumer banking and lending, told Business Insider. "But how do you make it a thing where everybody has a role to play and takes their own accountability and responsibility?"

The bank is leaning on AI literacy programs and demos, among other things, to hopefully inspire "grassroots enthusiasm." The goal is to make employees comfortable enough with the technology that they can be redeployed if their jobs change, or competitive in the job market if they leave Wells Fargo, he said. Wells Fargo doesn't mandate AI usage, even as it bets the technology will help supercharge its growth following the Federal Reserve's decision to lift a $1.95 trillion asset cap.

Van Beurden thinks that fluency starts outside the office. He's trying to build an agent to help pull documents for his 2026 tax returns, and believes it's crucial for employees to use AI in their personal lives, too.

"It's really important to have that personal usage, to understand the power of what it can do. And then we are enabling that and allowing that to happen at the workplace," he said.

Still, Van Beurden emphasized that everyone needs to "stay cognitive," since AI could generate all of our ideas if we let it. He suspects that most college students are comfortable with technology but should invest time in activities like reading or playing chess. Staying sharp, he thinks, will help them in what's broadly a brutal job market.

Wells' workforce, like many of its competitors, is already changing because of AI. The bank's CEO, Charlie Scharf, said in November that it will probably "have less head count as we look forward," and added in December that generative AI has already made engineers up to 35% more productive.

Van Beurden didn't say whether the bank would need 30% fewer engineers as a result or whether it would necessarily alter hiring, leaving it at, "it's a great question." Instead, he said that growth and head count aren't always one-to-one.

"How great is it to grow without the need to hire people, because you have created the capacity to take on more clients, to take on more customers with the same amount of people?" he said, calling AI the "ideal tool" for that growth. Wells Fargo recorded $21.3 billion in revenue in the fourth quarter, up 4% year over year; revenue in its consumer bank, which Van Beurden oversees, rose 7% year over year.

The leaders of other big banks have also said that AI will likely eliminate some jobs and slow hiring, both publicly and in internal memos. JPMorgan CEO Jamie Dimon has said his bank has "huge redeployment plans."

Efficiency promises and big technology budgets aside, the head count cuts haven't yet materialized at most banks. Around 60% of 240 financial services CEOs surveyed by EY said they expect AI investments to maintain or boost their head count this year.

• Pay for gig work varies significantly across apps, a new Gridwise report found.
• The report estimated hourly pay rates for ride-hailing, delivery, and other types of gig work.
• Taskrabbit, Walmart's Spark, and Uber ranked among the highest-paying apps, Gridwise found.

The gig economy has grown to include apps from Uber to Instacart. They don't all pay the same.

Average hourly pay on the apps varied in 2025, according to data analytics company Gridwise, which analyzed about 1 billion tasks across ride-hailing, delivery, and other gig work apps.

Workers for Taskrabbit, a platform where users hire independent contractors for yard work, home repair, and other physical tasks, earned the highest hourly pay rate at $38.

Spark, Walmart's delivery service, took second place at $23 an hour, with Uber just behind at $22.

DoorDash's hourly pay was $11, the lowest of the apps Gridwise analyzed.

Some companies say their workers earn higher hourly rates than Gridwise's estimates suggest. A Taskrabbit spokesperson said that its gig workers earn $49 an hour on average, although earnings vary by location. Uber said last year that the company's drivers earn $32 per hour while actively working on the app.

Gridwise compiled the estimates for its annual gig mobility report, released last week. The hourly pay data includes base pay, bonuses, and tips that workers received.

The data show that the best-known gig services don't always offer the best pay for workers, Ryan Green, CEO of Gridwise, told Business Insider.

Walmart launched its Spark delivery service as a test in 2018, years after competitors such as DoorDash and Uber Eats. Spark drivers pick up or shop orders at Walmart stores, helping the retailer grow its delivery business quickly.

"They just snuck up on the market and have rapidly grown into this space," he said.

Ride-hailing fares have risen faster than driver pay

Some gig workers have told Business Insider that it's harder to make money on apps like Uber and DoorDash than it was several years ago, due to higher competition and lower pay rates.

Most gig workers are responsible for their own costs, such as car maintenance. As a result, some gig workers have decided to accept only the trips that pay them the most for their time.

The price of gas, which has shot up in the past two weeks after the US started a war with Iran, is the latest cost pressure on ride-hailing drivers.

Uber and Lyft increased prices last year — and passed on a fraction of that hike to the drivers who make their businesses possible.

From December 2024 to December 2025, average customer ride prices on Uber and Lyft rose 9.6%, according to Gridwise. Over the same period, driver gross pay per trip increased 3.6%, and gross pay per hour rose 4.1%.

"We saw a modest increase on the driver side, and a much more substantial increase on the pricing side," Green said.

Last year, Gridwise found that weekly pay on most ride-hailing and delivery apps fell in 2024.

Delivery workers for services like DoorDash also saw an increase in per-hour pay last year — 3.2% — though their working hours on the platform rose about 17%, according to Gridwise.

Were you a gig worker in 2025? Business Insider is gathering information on gig worker earnings for a coming story.

You can contact Alex Bitter at abitter@businessinsider.com or via encrypted messaging app Signal at 808-854-4501.

• Young tech startup founders are having a moment in the AI era.
• From teenagers to 20-somethings, these founders are raising millions.
• Take a look at the pitch decks some of these founders shared with Business Insider.

Tech is no stranger to young founders.

Steve Jobs was 21 when he cofounded Apple in 1976. Mark Zuckerberg was 19 when Facebook launched. Whitney Wolfe Herd was 25 when she unveiled Bumble.

Many of today's startup founders are still young and scrappy. And in the age of AI, they're even more empowered to barrel ahead.

Some are following the footsteps of tech titans before them and dropping out of college. Others are opting out of the undergraduate experience altogether, with a few ditching high school to pursue careers in tech.

Arlan Rakhmetzhanov, founder of AI coding startup Nozomio, told Business Insider that he dropped out of high school in Kazakhstan after getting accepted into the competitive startup accelerator program, Y Combinator (YC). At the age of 18, he raised $6.2 million for Nozomio.

Rakhmetzhanov isn't the only teenager finding success in AI. There's also Toby Brown, a UK teen who raised $1 million for his AI project. There's also Zach Yadegari, the teenage cofounder of Cal AI, a nutrition app.

College-aged founders are also building companies and raising capital, such as the Yale students behind Series AI, a new social networking startup.

The median age for YC participants is now 24 years old, compared to 30 in 2022, YC's Pete Koomen told The New York Times in August.

Business Insider has interviewed the founders of 12 startups who are 25 years old or younger and have raised millions in funding since 2024 about the pitch decks they used to impress investors.

Read 12 pitch decks founders who are 25 years old or younger used to raise millions:

Note: Founders were 25 or younger when Business Insider published the following articles.

Series A

• Posh, an events platform, raised a $22 million Series A when its founders were 23. Read the 12-page pitch deck it used.
• Clyx, a startup trying to connect people via in-person events, raised a $14 million Series A when its founder was 25. Read 22 pages of its deck.

Seed

• Ditto, an AI dating startup founded by UC Berkeley dropouts, raised $9.2 million when the founders were 23 and 24. Read its 12-page pitch deck.
• Lyra, an AI video call startup, raised a $6 million seed out of YC when its founder was 23. Read the 8-slide pitch deck it used.
• Nexad, an AI adtech startup, raised a $6 million seed after wrapping up A16z's Speedrun accelerator. Nexad's CEO was 25. Read the 10-page pitch deck.
• Orange Slice, a YC-backed sales tech platform, raised $5.3 million when its founders were 23. Read the 7-page pitch deck.
• Golpo, a generative AI video startup, raised a $4.1 million seed out of YC when its founders — who are also brothers — were 19 and 20. Read its 7-page pitch deck.
• Bluejay, an AI agent startup, raised a $4 million seed coming out of YC when its founders were 23. Read its 9-page pitch deck.
• Novoflow, an agentic AI startup building tools for medical clinics, raised $3.1 million when its founders were 18 and 19. Read its pitch deck.
• CodeFour, an AI police tech startup, was founded by two 19-year-old MIT dropouts and raised $2.7 million coming out of YC. Read the pitch deck.
• Cerca, a dating app that connects people with mutual friends, raised a $1.6 million seed when its CEO was 23. Read the 10-slide deck.

Pre-seed

• Series, an AI social networking startup, raised a $3.1 million pre-seed when its founders were 21.

This story has been updated with additional examples.

• A US Navy destroyer used an SM-3 interceptor to down an Iranian ballistic missile on Friday.
• It's the third time in two weeks that a Navy destroyer used the SM-3 to defend NATO airspace.
• SM-3s are among are top missile interceptors, but they come with a hefty price tag.

US Navy destroyers operating in the Eastern Mediterranean Sea have been launching SM-3s — among America's most high-end interceptors — to defend NATO airspace against incoming Iranian ballistic missiles.

On Friday, the Arleigh Burke-class destroyer USS Oscar Austin fired at least one SM-3, or Standard Missile-3, interceptor to bring down an Iranian ballistic missile in Turkish airspace, a defense official told Business Insider.

It marked the third time since February 28, when the US and Israel started striking Iran, that a Navy destroyer has used an SM-3 to down an Iranian missile in Turkish airspace, said the official, who spoke on the condition of anonymity to discuss military developments.

Turkey's national defense ministry said earlier that NATO air and missile defense assets deployed to the Eastern Mediterranean intercepted the Iranian missile. There were no casualties or injuries, although debris fell in the southern city of Gaziantep.

Turkey hosts several important bases for American and NATO forces, including Incirlik and Konya air bases, and an Iranian strike against those facilities could trigger a significant escalation in a war that has already spread across the Middle East.

The Oscar Austin is one of three American destroyers currently positioned in the Eastern Mediterranean. The use of SM-3 interceptors comes amid broader air defense operations across the Middle East. The US and its allies in the region have shot down thousands of Iranian missiles and drones since the start of Operation Epic Fury less than two weeks ago.

The SM-3 uses a kinetic kill vehicle to destroy short- to intermediate-range missiles during the midcourse phase of flight. It can engage targets in space, unlike the Navy's other interceptors, and is outfitted on Arleigh Burke-class destroyers and Ticonderoga-class cruisers.

There are multiple variants of the SM-3, manufactured by US defense giant RTX and, for the latest variant, Mitsubishi Heavy Industries.

US destroyers first used their SM-3s in combat in April 2024 to defend Israel from an Iranian missile attack, and the US Navy fired them again several months later in October after another barrage from Tehran.

These interceptor missiles don't come cheap, though. The SM-3 Block IB variant, for instance, is estimated to cost roughly $10 million on the low end, while the newer Block IIA costs around $28 million.

It's unclear how many SM-3s the Navy has expended during combat in the Middle East. Air defense doctrine can call for firing at least two interceptors for each incoming missile, so the bill for the latest engagements above Turkey could already be substantial.

Navy leadership has warned in recent years that the US has been firing its SM-3s at an alarming rate. Service officials have warned that they need a lot more of these interceptors to counter threats in the Pacific, such as China and its theater ballistic missiles.

• Sam Altman said AI would in the future be sold like electricity and water, metered by usage.
• "We see a future where intelligence is a utility," the OpenAI CEO said.
• Altman suggested demand is surging and compute will decide who gets access.

In the future, you could have another utility bill to pay for: artificial intelligence.

That's according to Sam Altman, who says AI will eventually be bought and sold as a basic utility like electricity and water that's metered by usage.

Speaking at the BlackRock Infrastructure Summit in Washington, DC, on Wednesday, the OpenAI CEO said tech companies like his are building toward a future where intelligence is delivered on demand.

"Fundamentally our business and I think the business of every other model provider is going to look like selling tokens," Altman said, referring to the units AI systems use to process and price input and output data.

"We see a future where intelligence is a utility like electricity or water and people buy it from us on a meter and use it for whatever they want to use it for," he added.

In that world, compute capacity determines who gets access — and demand for AI is only going up, Altman said. Compute capacity is the processing power required to train and run AI models, determined by infrastructure such as chips and data centers.

If OpenAI doesn't build enough compute capacity to meet demand, Altman said, it either "can't sell it or the price gets really high." That would push AI access toward the wealthy, or force governments to decide how limited compute should be distributed, he said.

The infrastructure sprint

Major tech companies are set to spend hundreds of billions of dollars this year on compute to meet soaring demand for AI.

In her keynote at CES 2026 in January, AMD CEO Lisa Su said the world will need more than "10 yottaflops" of compute — a scale 10,000 times larger than global AI capacity in 2022 — over the next five years to keep up with growth.

Powering that expansion is a significant infrastructure challenge.

AI data centers can consume as much electricity as small cities, and the strain on the US power grid — along with transformer shortages and slow permitting for transmission lines — could become a bottleneck.

In an episode of the "Moonshots with Peter Diamandis" podcast in January, Elon Musk said that electricity generation is now the limiting factor in scaling AI, predicting China could outpace the US in total AI compute because of its faster energy build-out.

Inside tech companies, compute is a valuable but sometimes scarce resource. Engineers are competing for access to GPUs, and some job candidates now ask about their AI compute budget alongside salary and equity.

Last December, OpenAI President Greg Brockman said the company, which has committed roughly $1.4 trillion on data center projects over the next eight years, wants "to be ahead of the curve," but said, "I don't think we will be, no matter how ambitious we can dream of being right now."

At the BlackRock Infrastructure Summit, Altman said the goal is to move away from a world of being "capacity constrained."

• US forces used ATACMS to sink Iranian warships during Operation Epic Fury, the top US general said.
• Gen. Dan Caine announced that US artillery has helped to render the Iranian navy ineffective.
• ATACMS provide substantial striking power to ground forces.

The top US general revealed Friday that American troops involved in Operation Epic Fury have used a ballistic missile system to sink Iranian warships, including a submarine, offering some insight into the targets US artillery is engaging in this war.

Artillery soldiers and Marines are "sinking ships, destroying depots, and launching Army Tactical Missile Systems, or ATACMS," and "Precision Strike Missiles, or PrSMs," Gen. Dan Caine, the chairman of the Joint Chiefs of Staff, said in a Friday press briefing.

"From outside Iran, our Army and Marine artillerymen are hitting sites that Iran relies on to project power beyond their borders," he said.

"In just the first 13 days of this operation, our artillery forces have made history," Caine said.

"They fired the first precision strike missiles ever used in combat, reaching deep into enemy territory," he said. "They've used Army ATACMS to sink multiple ships, including a submarine."

US forces are "continuing to destroy the Iranian Navy to ensure freedom of navigation. He said that the US military is targeting mine-laying vessels and the ability to target commercial vessels.

"In less than two weeks, we've rendered the Iranian Navy combat ineffective and continue to attack naval vessels, including all of their Soleimani-class warships, which were armed with anti-ship missiles and anti-aircraft weapons," Caine said.

Other naval targets sunk include Iran's new purpose-built drone carrier.

Army Tactical Missile Systems are typically used to target land-based targets, such as enemy air defense systems and logistics hubs.

Each missile costs upward of $1 million, depending on the range and type of warhead. ATACMS missiles can hit targets out to as far as about 200 miles away and are fired using the M142 High Mobility Artillery Rocket System or M240 Multiple Launch Rocket System launchers. The HIMARS can also fire PrSMs and much shorter-range guided rockets.

The Lockheed Martin-built ATACMS is guided by GPS and inertial navigation that tracks its flight toward a designated target, and hence cannot be used to accurately fire on moving targets. For this reason, it's likely that the ships destroyed were pierside or moored.

The ATACMS augments the strike power of Army and Marine Corps artillery, allowing land force commanders to hit critical targets without relying on air or naval forces to deliver the strike. The system was designed during the Cold War and first used in combat in the 1991 Gulf War.

The Ukrainians have also used their limited supply of US-provided ATACMS to hit Russian military facilities. With these weapons in short supply, Ukraine has since developed its own domestically built capabilities.

US forces have attacked over 6,000 targets in Iran, Caine said on Friday. As the US and Israel have established air supremacy over Iran, allowing bombers and fighters to fly overhead, they've shifted to munitions like gravity bombs, which are much cheaper to produce and more plentiful in the US arsenal than missiles.

• A KC-135 refueling aircraft "went down" in Iraq, the US military announced Thursday evening.
• A second unidentified aircraft was involved but landed safely.
• All six crew members were killed in the crash, the military said Friday.

The US military said on Friday that all six crew members were killed after their KC-135 refueling aircraft crashed in Iraq on Thursday.

The deaths mark the US Air Force's first losses since the start of Operation Epic Fury on February 28.

Seven other US service members have been killed in action during the war, with at least 140 others injured. Many of them have returned to duty; some, however, were more seriously wounded.

CENTCOM said it is investigating the KC-135 incident, which occurred at roughly 2 p.m. ET on Thursday in western Iraq. It said that the "loss of the aircraft was not due to hostile fire or friendly fire."

"The identities of the service members are being withheld until 24 hours after next of kin have been notified," the military said.

The US first acknowledged on Thursday that it had lost a KC-135 refueling aircraft supporting the combat operations against Iran. A second aircraft involved in the incident landed safely.

This crash marks the fourth American aircraft loss since the start of Epic Fury, the Pentagon's name for US operations against Iran, nearly two weeks ago.

Just days into the war, CENTCOM announced that three US F-15E Strike Eagles were downed by friendly fire over Kuwait. The aircraft were lost, but all six aircrew members ejected safely.

The KC-135 Stratotanker is an Air Force asset that supports the broader joint force by refueling other aircraft — including fighter jets, bombers, and cargo aircraft — in notoriously complex midair refueling operations.

It is essentially a flying gas station that executes fuel transfers at high speed with aircraft in proximity.

March 13, 2026 — This story has been updated with the latest information from US Central Command, which has revealed the loss of all crew members.

Para o mês de março, em meio a conflitos globais e volatilidade nas bolsas ao redor do mundo, a Empiricus Research apresentou alterações na sua carteira recomendada de ações internacionais. A relação de ações indicadas é formada por Brazilian Depositary Receipts (BDRs).

Alphabet (GOOGL),  Visa e Microsoft (MSFT34) tiveram suas posições aumentadas. As duas primeiras subiram para o peso 15%, enquanto a última dobrou o seu espaço, saindo de 5% em fevereiro, para 10% neste mês.

Já as ações da Amazon,  Berkshire Hathaway (BERK34) e TSMC (TSMC34) foram reduzidas. As duas primeiras saíram de 15% para 10%, já a terceira perdeu metade do espaço de fevereiro, saindo de 10% para 5%.

De acordo com o relatório, a nova formatação da carteira foi realizada a partir da análise dos resultados do quarto trimestre de 2025 divulgado em fevereiro pelas companhias.

O analista Enzo Pacheco, que assina a carteira, explicou que o aumento de espaço da Alphabet aproveita o enfraquecimento da ação, visando ainda um potencial de crescimento consistente da plataforma de nuvem Google Cloud e da aceleração do ciclo de Inteligência Artificial.

Apesar dos riscos competitivos entre ferramentas de pesquisa e de regulamentações sobre publicidade, a Alphabet ainda possui uma diversificação de receitas advindas de assinaturas pagas, que contrapõem possíveis impactos negativos.

Sobre a valorização da Visa, o relatório afirma que a tese se sustenta após a companhia divulgar resultados “acima das expectativas, com crescimento de receita e lucro acima dos 10% pelo terceiro trimestre consecutivo”. Para a Empiricus, o preço de negociação do papel segue atrativo em um bom ponto de entrada

No caso da Microsoft, Pacheco enxerga boas perspectivas para a empresa, após recente desvalorização desde a divulgação dos resultados. “Entendo esse momento como uma oportunidade para aumentarmos a posição a um preço mais favorável”, conclui.

Já entre as baixas, a perda e espaço da TSMC foi justificada pela aposta em teses de mercado mais favorável, uma vez que a ação foi valorizada recentemente. Apesar da redução, a análise ainda ressalta a aposta em companhias no mercado de semicondutores, que avalia como “essencial”.

A queda da Berkshire Hathaway e da Amazon seguem a mesma lógica, segundo a Empiricus.

Para a Berkshire, a redução aconteceu antes da divulgação dos resultados do quarto trimestre de 2025, prevendo uma possível reação negativa do mercado que considera a recente mudança de CEO no início de janeiro, quando a companhia finalizou a gestão de Warren Buffett e Greg Abel assumiu o cargo.

Ainda assim, Pacheco ressalta que a Empiricus mantém a exposição em teses de tecnologia, ainda que com a ressalva sobre o sentimento negativo sobre o setor. Segundo o relatório, a casa busca a diversificação na carteira.

As 10 melhores ações internacionais para investir em março:

*Com supervisão de Juliana Américo