• Cooley is joining a sudden rush of law firms creating their own AI technology, with help from Legora.
• Cooley Go Lab is an online portal built to help startups with routine contract review and drafting.
• The portal will be available exclusively to founders in Y Combinator's summer cohort to start.

Law firms know more clients are asking chatbots for advice before ever calling a lawyer. So legal giant Cooley is building technology that it hopes founders will use instead.

Cooley plans to give select startups access to Cooley Go Lab, an online portal where founders can upload files and ask questions about their documents, Matt Bartus, global cochair of Cooley's emerging companies and venture capital practice, told Business Insider.

To build it, Cooley teamed up with Legora, a fast-growing legal technology startup that sells to law firms and corporate legal departments. Last year, Legora entered a new line of business with what it calls "portals" — white-labeled workspaces where law firms and their clients can work together on legal matters.

Cooley Go Lab is aimed at catching a common startup problem early, Bartus said. Founders often handle routine contracts themselves to avoid outside counsel's hourly rates. That can leave startups with a trail of messy agreements that their first in-house lawyer has to unwind later.

Legora founder Max Junestrand knows the problem well. When he started the company at age 23, he said he used an early version of ChatGPT to rewrite contracts. Junestrand, a software engineer, not a lawyer, said he let some early contracts include an unlimited liability clause — a provision that can leave a company exposed to damages far beyond the value of the deal.

"When our general counsel started, she freaked out," he said.

Cooley is now trying to give the next crop of founders a way to use artificial intelligence to move faster, but with a law firm's guardrails around it.

Cooley Go Lab will have a limited rollout to start. It will be available first to startups in Y Combinator's summer cohort.

Much has changed for startups since Legora's turn in the famed startup accelerator. Teams can write code and release technology faster with coding agents. They are signing customers and growing revenue earlier, and the hottest companies seem to be raising funding nonstop. But moving faster also means legal work that once came later in a startup's life is being pulled closer to the beginning.

At Y Combinator, partner Gustaf Alströmer is seeing that shift play out in real time. In the last batch, a record 14 startups reached $1 million in annual recurring revenue — the amount of revenue a company expects to collect over a year. Alströmer said giving founders access to tools like Cooley Go Lab could help them keep that pace without creating contract-slop.

The portal includes features that review documents like nondisclosure and contractor agreements and flag issues for founders to consider. The tool also draws on Cooley Go, the firm's central hub of standard startup forms, templates, and guidance.

If you can't beat 'em, join 'em

Law firms like Cooley are facing a new reality. The better the frontier models get at legal work, the more founders and in-house lawyers may decide they can handle situations themselves rather than send them to outside counsel. Anthropic is trying to make that easier with new tools built for contract review and drafting.

Law firms are now figuring out how to stay relevant as more legal work becomes software-enabled. Some are building their own tech. Kirkland & Ellis has tapped Palantir to help it build tools to manage parts of the firm's private funds practice, while Freshfields is working with Anthropic on software that could eventually be sold to other law firms. Harvey, a leader in legal technology, says it's getting into training custom models for law firms.

Taken together, the moves point to a new attitude spreading across Big Law: If clients are going to use artificial intelligence anyway, law firms want to shape how they use it.

Bartus doesn't seem especially concerned about losing business to in-house legal departments. Cooley has been on a hot streak. Profits rose 6.7% to $922 million last fiscal year. The firm also scored a fair use win for Meta in a copyright case involving its model Llama last year, and it advised Jony Ive's hardware startup Io in a $6.5 billion sale to OpenAI.

Bartus is confident that companies will continue to depend on law firms for the important work. Cooley Go Lab, he said, is meant to help founders handle routine legal work more cleanly, not replace lawyers.

Cooley says the tool is not protected by attorney-client privilege, so founders will need to be careful about what they upload because those materials could be turned over in litigation.

"If you want actual legal advice," he said, "you need to talk to a lawyer."

• The age of freewheeling AI spending may be coming to an end.
• Consulting firms are rethinking how much they, and their clients, spend on AI.
• Tell us how spending at your consulting firm has changed.

Companies are learning that there's such a thing as spending too much on AI.

As the cost of AI tools grows, executives are recalibrating. Amazon recently removed its employee-made leaderboard for tracking AI token usage because it encouraged excessive spending. Walmart, which developed a vibe-coding tool for employees, recently set limits on the use of tokens. Uber COO Andrew MacDonald said it's hard to justify the money his company is spending on AI.

Cisco Chief Product Officer Jeetu Patel also pushed back on the cost of tokens. He said at an event recently that the price is "far higher than the actual value these tokens are generating at scale."

For the consulting industry, the rise of AI was a near-existential threat. At first glance, chatbots can do a lot of the work of consultants, particularly those early in their careers. Most firms moved quickly to attract clients who needed help integrating the technology into their own companies. And they quickly adopted it themselves.

KPMG, for example, has built a dashboard to track how often employees in its US advisory division use AI tools, part of a broader effort to move from basic adoption to more sophisticated use. McKinsey plans to go further. CEO Bob Sternfels said in January that the firm uses roughly 25,000 AI agents alongside its 40,000 human employees, and hopes one or more agents will eventually support every employee.

The surge in spending, however, has raised a question: Are companies investing in AI strategically or simply spending to avoid being left behind? It's something consulting firms are working to answer for both their clients and themselves.

Tell us how AI spending has changed at your consulting firm:

For now, the answer appears to be: keep spending, but more strategically.

In a recent report on corporate AI investment, Boston Consulting Group found that companies expect to more than double their AI spending in 2026, from roughly 0.8% of revenue to about 1.7%. For large enterprises, that shift represents billions of dollars flowing into AI strategies that remain, in many cases, experimental and difficult to measure.

Russell Fradin, CEO and cofounder of Larridin, a platform that helps companies — including major consulting firms — measure the returns on AI usage, said the spending trend will continue.

"We haven't seen anyone talking about spending less in AI next year," Fradin told Business Insider. "They're just talking about instrumenting to understand where it goes."

Companies, Fradin said, are coming to the consensus that they "can't 10x spend every year forever."

A Azzas 2154 (AZZA3) confirmou a contratação do Morgan Stanley para assessorar a avaliação de alternativas estratégicas envolvendo os ativos relacionados à marca “Farm Rio”, “com o objetivo de destravar valor dessa marca”, mostra documento enviado ao mercado nesta sexta-feira (19).

Mais cedo, o Neofeed informou que a companhia contratou o banco para vender a marca feminina.

Ainda de acordo com o site, o negócio envolve cerca de US$ 1 bilhão, o equivalente a R$ 5,1 bilhões no câmbio atual – valor acima do valor de mercado da companhia, de R$ 3,2 bilhões.

A transação é considerada uma maneira de destravar valor em uma companhia que está depreciada mais pelas desavenças dos sócios do que pelos ativos.

Com a notícia, a ação disparou 9% em segundos. De todas as formas, a empresa disse que não há qualquer decisão tomada, operação aprovada, estrutura definida, proposta formal, instrumento vinculante celebrado ou definição acerca da efetiva implementação de qualquer eventual operação, tampouco sobre seus potenciais termos, condições, ativos envolvidos, cronograma ou viabilidade.

Disputa entre Jatahy e Birman

Por trás dessa possível operação, pode ser estar uma disputa entre os sócios. Em maio, a varejista tornou pública uma série de demandas societárias envolvendo os empresários Roberto Luiz Jatahy Gonçalves e Alexandre Café Birman, relacionadas à estrutura organizacional das unidades de vestuário feminino e masculino da companhia.

Em comunicado ao mercado, a Azzas 2154 afirmou que os processos decorrem de divergências sobre gestão e governança da empresa formada pela combinação de negócios entre os grupos Arezzo e Soma, concluída em 2024.

Entre as ações divulgadas, Roberto Jatahy ajuizou, em 8 de maio, uma medida cautelar na 7ª Vara Empresarial da Comarca da Capital do Tribunal de Justiça do Rio de Janeiro (TJRJ).

O executivo pediu a manutenção da estrutura organizacional vigente antes de 22 de abril, além da preservação de seu cargo como Chief Brand Officer e da responsabilidade pela gestão das unidades de vestuário feminino e masculino.

Em Casa Nova, na Bahia, a Axia Energia testa uma minirrede elétrica capaz de simular a entrada de grandes consumidores no sistema, entre eles data centers, fábricas de hidrogênio verde e operações de mineração de bitcoin.

Leia mais em: https://exame.com/future-of-money/antiga-eletrobras-testa-usina-heliotermica-para-atrair-mineradores-de-bitcoin/

O presidente da Câmara, Hugo Motta (Republicanos-PB), criticou nesta terça-feira o senador Veneziano Vital do Rego (MDB-PB), seu adversário político. Motta classificou o parlamentar como “desesperado” após o presidente Luiz Inácio Lula da Silva gravar um vídeo em apoio ao emedebista.

Veneziano vai concorrer à reeleição ao Senado e disputa o apoio de Lula com Nabor Wanderley (Republicanos-PB), ex-prefeito de Patos e pai de Motta.

Ao sair de um evento em Brasília, o presidente da Câmara negou que o vídeo represente um mal-estar entre ele e Lula, mas criticou Veneziano.

– Deve ter esse desespero de quem está vendo a eleição. Ele (Veneziano) está enxergando o cenário na Paraíba de crescimento nosso. O governador está crescendo, está muito bem. O meu pai, na hora que começa a tracionar, ele (Veneziano) se desespera; se pega como o único bastião de sobrevivência o prestígio do presidente Lula – declarou Motta.

– É desespero total, inclusive queimando a largada do processo eleitoral – completou.

Veneziano deve concorrer ao Senado na mesma chapa em que o ex-prefeito de João Pessoa Cícero Lucena (MDB) concorrerá a governador. Por sua vez, Nabor Wanderley disputará ao lado do governador da Paraíba, Lucas Ribeiro (PP), que concorrerá à reeleição, e do ex-governador João Azevedo (PSB), que também disputará o Senado.

No vídeo, divulgado ontem, Lula faz uma série de elogios a Veneziano.

— Eu conheço o Veneziano há muito tempo, e posso dizer para vocês que, em poucas vezes na vida como presidente da República, tive uma relação honesta e comprometida em ajudar o governo como tive com Veneziano — disse Lula. — Queria pedir para vocês, eleitores e eleitoras da Paraíba, que é preciso que a gente reconduza o Veneziano para o Senado

Apesar do vídeo de Lula, o PT integrava a base do ex-governador João Azevedo, e permanece ao lado do atual governador Lucas Ribeiro após a troca no comando do estado.

The post Motta fala em ‘desespero’ de adversário na Paraíba após gravação de vídeo com Lula appeared first on InfoMoney.

• Coast FIRE is one of several offshoots of the FIRE movement.
• It allows investors to ease up on retirement contributions once their existing portfolio is on track for retirement.
• It's an option for people seeking work flexibility, but don't necessarily want to save super aggressively.

The classic FIRE movement — short for "financial independence, retire early" — has long had a reputation for extremes: save aggressively, invest diligently, and build a portfolio large enough to leave work years before traditional retirement age.

The ideas behind FIRE are often traced to the 1992 book, "Your Money or Your Life," and were later amplified by blogs, podcasts, and online communities. At its most intense, FIRE can mean saving or investing the majority of one's income, adding multiple income streams, taking on extra work, or delaying major life milestones such as marriage or children.

But financial independence does not have to mean a life of deprivation.

Business Insider has spoken with numerous investors who want more flexible schedules and more control over their time, but who also want to "enjoy today," as Andy and Nicole Hill put it. For the Hills, pursuing traditional FIRE created tension at home. Eventually, they pivoted to a less extreme offshoot of the movement: Coast FIRE.

Andy Hill describes Coast FIRE as a "middle ground" strategy — a way to capture some of the benefits of financial independence, such as stepping back from a demanding corporate career, without the aggressive savings requirements of traditional FIRE.

"It works well for families, works well for couples, works well for people who aren't multi-six-figure earners," he said. "And I wish I had known about that a lot earlier."

Amberly Grant fell into that category. For most of her career, she did not earn six figures. At 19, she left the small Canadian town where she grew up and spent years traveling while picking up odd jobs along the way.

"I've cleaned houses, walked dogs, worked in bars and restaurants. I've taught English in Thailand, and I've helped a friend with a nutrition and Pilates studio in Sydney," Grant told BI. "I basically just traveled the world and did odd jobs, and the accumulation of all the money was about $15,000 a year on average."

Traditional FIRE may have felt out of reach, but Coast FIRE wasn't. Grant said she hit her Coast FIRE number in her mid-30s.

What is Coast FIRE?

Coast FIRE is one of several offshoots of the FIRE movement, alongside Lean FIRE, Fat FIRE, and Barista FIRE.

Achieving Coast FIRE means an investor has enough saved and invested that, in theory, they no longer need to contribute to retirement accounts. The money they already have invested is expected to compound over time and grow into the amount they will need by retirement.

That does not mean they stop working. It means they only need to earn enough to cover their current expenses while their portfolio continues growing in the background. For some people, that can create room to take a pay cut, change careers, work for themselves, scale back to part-time, or choose less stressful work.

To figure out a Coast FIRE number, investors generally start with a few stats: their current age, ideal retirement age, expected annual spending in retirement, current investments, expected returns, and inflation. Online calculators can help estimate how much someone needs to invest today for that money to grow into a sufficient retirement balance later.

Hill, who quit a stressful, time-intensive corporate job after reaching his $550,000 Coast FIRE number, cautions that the figure is still only an estimate.

"Nothing with investing is guaranteed," said the family finance coach who now works about 20 hours a week on his own business, Marriage Kids and Money.

That's why he recommends checking the math over time. Investors should account for inflation, fund expense ratios, financial advisor fees, and the difference between nominal returns and real returns. Coast FIRE is also not a binding rule. Someone who reaches it can always keep contributing to retirement accounts if their goals or life circumstances change.

Grant is doing exactly that. Technically, she only needs to work enough to cover her expenses, but she is still contributing to her nest egg because she wants the option to retire before 60.

She's learned to accept that life is not linear.

"You might be aiming towards 'Coast FIRE' or 'Fat FIRE' or FIRE, but life will happen, and it's OK to pivot."

• Movie theaters are on a comeback tour.
• Gen Z and millennials are driving ticket sales, seeing an average of seven films a year.
• AMC's CEO said "The Odyssey" had the highest first-day ticket sales of any studio release since 2022.

Christopher Nolan's "The Odyssey" is already breaking records, and it hasn't hit theaters yet.

In an X post on Friday, AMC CEO Adam Aron said "The Odyssey" recorded the company's "highest first-day ticket sales for any studio-released movie title since 2022."

"My apologies if you encountered a long ticketing line on the AMC web site and app yesterday," Aron said.

"The Odyssey," based on Homer's Greek epic poem, has seen worldwide excitement since Universal Pictures announced the film adaptation in late 2024. The film's trailer raked in over 120 million views in its first 24 hours, in part due to the star-studded cast.

Matt Damon helms the film as Odysseus, while fans can also expect to see Anne Hathaway, Robert Pattison, Zendaya, Tom Holland, Charlize Theron, Mia Goth, Lupita Nyong'o, and more.

"The Odyssey" comes three years after Nolan struck cinematic gold with "Oppenheimer," which won seven Academy Awards and became a pop culture phenomenon alongside Greta Gerwig's "Barbie."

"The Odyssey" debuts on July 17, but the build-up around ticket sales has been long in the making. In an unusual decision, IMAX announced that it would sell tickets for select screens and showtimes a year in advance. Fans who missed the first ticket drop had another opportunity on Thursday with advanced tickets for premium large-format showtimes.

On X, Aron said the only AMC releases to outpace "The Odyssey" were driven by two musical juggernauts: Beyoncé and Taylor Swift.

"Ironically, the only first-day AMC ticket sales results since 2022 that topped The Odyssey were for our very own music-oriented projects from our own AMC Theatres Distribution, namely first-day ticket sales for the Renaissance concert film from Beyonce in 2023 and our two Taylor Swift efforts in 2023 and again in 2025," Aron said.

Although the COVID-19 pandemic and the streaming revolution dealt a harsh blow to movie theater attendance, it's on the rebound. A Fandango report published in April said Gen Zers and millennials were driving momentum at movie theaters, spending more money and time compared to other generations.

The report said a good slate of films in 2025, the desire for out-of-the-home experiences, and social opportunities drove Gen Zers toward the movies. Both Gen Z and millennials saw an average of seven films in 2025.

"For Gen Z, it is a form of social gathering. For Millennials, it is an escape from daily routine," the report said.

AMC has seen the boost firsthand. On Monday, the company said more than 25 million people attended its theaters in May, marking the highest May attendance since 2019.

"These immensely satisfying results reflect the strength of a diverse film slate, one that was driven both by established blockbusters with their well-known characters along with entirely new IP," Aron said in a press release. "This current measure of success, combined with the many compelling movies coming to our screens in the weeks and months ahead, gives us great confidence as we look to the rest of 2026."

• Ukrainian President Volodymyr Zelenskyy wants to partner with Silicon Valley.
• Zelenskyy said the tech hub's AI skills and Ukraine's wartime drone experience could be "powerful."
• Ukraine has built a drone arsenal that's captivated the world as it fights Russia's invasion.

Ukraine has experience fighting and defending itself using drones. American tech companies have AI firepower. Ukrainian President Volodymyr Zelenskyy says the combination of the two could be world-changing.

"American technological companies have a lot of different interesting AI technologies that we don't have. And we have a lot of things that they don't have because of our experience on the battlefield," Zelenskyy said on CBS News' "Face the Nation" on Sunday. "I think this cooperation can be huge and the most powerful in the world."

Ukraine, out of necessity, has built an arsenal of drone tech and anti-drone tech on a shoestring budget, captivating the global defense industry as it's largely held the line — despite its underdog status — since Russia launched its full-scale invasion over four years ago.

Ukraine said three types of homegrown drones allowed it to strike in the vicinity of Moscow earlier this month, and that it had developed a fixed-wing mid-range attack drone that's helped it strike in areas Russia once deemed safe. It's learned valuable lessons in the process, like the need for drone units to always be on the move and for their command centers to be buried underground to protect them.

The AI craze in the United States, meanwhile, coupled with a Defense Department eager to develop new autonomous military technology, is fueling the growth of a Silicon Valley defense tech industry. Companies like Anduril, led by Palmer Luckey, who built the Oculus virtual reality headset that Facebook bought in 2014, have raised billions to develop new uncrewed weapons systems.

Ukraine has since become an important potential proving ground for some of that new hardware.

Through a state-backed "Test in Ukraine" program launched last year, hundreds of international companies have applied to test drones, counter-drone systems, AI, electronic warfare tools, naval drones, and ground robots in Ukraine.

Zelenskyy on Sunday said he wants to deepen this symbiotic relationship further, and soon. His message to Silicon Valley: Stop talking and start building.

"We need to negotiate already," Zelenskyy said Sunday. "Not to speak about it. Just to take steps and to do it as quick as possible."

• When my son was young, I let myself dream one day and made a list of what I'd do with endless money.
• Those things seemed impossible when swirling around in my head, but on paper, they didn't.
• The list became a vision board, and then, it helped me plan and build my future.

By the time my son was almost 1, I had a small amount of savings and a part-time job, but I wasn't exactly flush with cash. Still, I was slowly emerging from the financial survival mode I had been in for most of my 20s, focusing solely on caring for my first baby.

Finances began to dominate my concerns as I became serious about building a stable future for us. I didn't want to be so worried about money forever. But first, I wanted to fantasize — just for a moment — about what I'd do with my life if money were a non-issue.

Just for a moment, I wanted to pretend I didn't have to worry about money

I sat down at the kitchen table while my son took his afternoon nap. He was about 10 months old then. With a cup of coffee, I allowed myself to dream. I wrote "Wishlist" at the top of a blank spiral notebook sheet, and then started listing bullet items. It took less than five minutes.

When I was done, I started examining each item on its own: Go to Paris, Buy my own house, Finish my degree, Become a teacher, Get us whatever we need without worrying, Get a dog, Start a business. When they'd been stirring around in my mind all together, these things seemed outlandish. Own my own home as a single person? It didn't seem possible — until I saw it written down on that paper, and started truly thinking about what it would take to make it happen.

Broken down individually, these things suddenly looked much more attainable. Yes, it'd still take a lot of time and effort to achieve, and I may not get them all — or all at the same time — but it wasn't impossible for me to build the life I wanted for myself and my son. For example, finishing my degree wasn't really that crazy when I started thinking about it. By applying for financial aid or loans and saving up for tuition, I knew it wouldn't be impossible to complete just two years of college to finish my Bachelor's degree.

My wishlist started looking more like a blueprint for our future

I saw that college was really one of the first steps to getting the rest of the things that I had written down. With a degree, I knew I could earn more money. With the possibility of a dependable income in mind, I could now visualize us in our own house — with that dog! I foresaw less worry about expenses, like clothes, groceries, and even extras, such as more travel and eating out.

My son is 12 now. Since I wrote that list over a decade ago, I have started a couple of businesses while finishing my degree. And yes, I even bought my own house, and we got a dog. It was by no means easy or fast. After I sat down at my kitchen table, it took a total of five years — and very little rest — to achieve all of that.

We haven't yet made it to Paris, but I was so proud to take us on a "real" vacation — with airplanes, rental cars, and hotels — to Vermont one summer. While I was able to work for some of the things that I once thought were far-fetched, the financial concern never went away. I still worry about paying for things we need sometimes, but I also try to alleviate the anxiety by reassuring myself that I always figure it out.

Without realizing it, I was designing our future that day

After I finished my degree, I taught English for six years. I now know that what I did that day with my wishlist was backward planning, a strategy in which you start with the final goal or assessment and work backward to determine the steps needed to get there. All of my bullet list items were final goals. Once the goals were clear, it was easier to determine the steps to get there.

Or maybe when I allowed myself to dream that day and wrote down my desires on that piece of paper, part of me was manifesting my future. By taking that small step, I could see that the things I wanted weren't really that out of reach — with the right amount of foresight and planning, of course. For the next several years, that list was basically my vision board.

Money makes things easier sometimes, but I no longer view it as a barrier

I thought money stood in the way of everything I dreamed of, but it didn't. Once I saw that there was a way to get to where I wanted to go, with the right plan, the world opened up a little more for me. My wishlist was powerful, because I saw that with enough drive, nothing should really stop me from going after my dreams.

A plataforma descentralizada Hyperliquid decidiu avançar sobre um dos mercados mais tradicionais do sistema financeiro brasileiro.

Leia mais em: https://exame.com/future-of-money/hyperliquid-disponibiliza-acesso-ao-ibovespa-24h-por-dia/

Nos dias 23, 24 e 25 de julho, o São Paulo Expo será o endereço de quem acompanha de perto o mercado financeiro. A Expert XP 2026, maior festival de investimentos do mundo, chega à sua 16ª edição com uma novidade importante: pela primeira vez, os três dias do evento estarão abertos ao público geral. 

A programação reunirá especialistas, gestores renomados e grandes nomes do cenário nacional e internacional, em uma edição que também marca os 25 anos da XP Inc. Para este ano, já está confirmada a presença de Mike Pompeo, 70º secretário de Estado dos EUA, como palestrante.  

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Novos espaços e experiências para 2026 

A edição deste ano chega com novos formatos. Após ouvir clientes, patrocinadores e assessores, a organização identificou duas demandas principais do público: conteúdo de qualidade e mais oportunidades de conexão com grandes nomes do mercado. 

Entre as novidades está o Connection Space, ambiente voltado a formação prática, oportunidades de negócios e troca de ideias, com salas para aulas, treinamentos e encontros estratégicos. Já a Experience Center contará com espaços imersivos, cercados por painéis de LED, para ativações sensoriais ligadas a marcas e conteúdos patrocinados. 

A principal mudança, porém, está na nova plenária. O espaço que reúne os principais palestrantes deixa de ser fechado e passa a ser aberto, ampliando a circulação do público e a integração com o restante do pavilhão. 

“A Expert XP é onde os diálogos e as ideias que moldam o futuro acontecem. E essa edição é ainda mais especial, pois acontece no ano em que comemoramos 25 anos de XP”, afirma Lisandro Lopes, diretor de marketing da XP. 

Para Renato Preter, responsável pelo marketing de eventos da XP, o festival já se consolidou como parte do calendário do mercado financeiro. 

“A Expert XP já é parte do calendário anual do mercado financeiro, pois conseguimos ter a capacidade única de reunir os grandes nomes que tomam as decisões e fazem parte delas”, diz. 

Um palco que já recebeu nomes históricos 

Em 16 anos de história, a Expert XP se consolidou como vitrine para debates sobre economia, política, negócios, tecnologia e comportamento. Pelo palco do festival já passaram chefes de Estado, lendas do esporte, vencedores do Nobel e investidores que se tornaram referência global. 

Na política internacional, o evento já recebeu nomes como Bill Clinton, ex-presidente dos Estados Unidos; Boris Johnson, ex-primeiro-ministro britânico; Hillary Clinton, ex-secretária de Estado americana; Theresa May, ex-primeira-ministra britânica; e Lawrence Summers, ex-secretário do Tesouro dos Estados Unidos. Mais recentemente, Arnold Schwarzenegger, ator e ex-governador da Califórnia, e Al Gore, ex-vice-presidente americano, também marcaram presença. 

No universo dos investimentos, o público já teve a chance de ouvir nomes como Howard Marks, fundador da Oaktree Capital; Larry Fink, CEO da BlackRock; Esther Duflo, vencedora do Nobel de Economia; e Morgan Housel, autor de A psicologia financeira. Pelo lado brasileiro, passaram pela Expert nomes como Jorge Paulo Lemann, Roberto Setubal, Armínio Fraga, Abílio Diniz, Carlos Alberto Sicupira e o ex-presidente Fernando Henrique Cardoso. 

A lista também inclui ícones do esporte e da tecnologia, como Tom Brady, sete vezes campeão do Super Bowl; Serena Williams; Pep Guardiola; Michael Phelps; Magic Johnson; e Steve Wozniak, cofundador da Apple. Personalidades como Malala Yousafzai, vencedora do Nobel da Paz, e o historiador Yuval Harari, autor de Sapiens, completam a galeria. 

Como usar o cupom do InfoMoney na Expert XP 

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• After years of living in the Boston area, I found myself becoming increasingly burned out.
• Moving to upstate New York has been good for me and my wallet, and I love being close to nature.
• Although I miss a few things about where I lived before, I'm glad I made the move.

Growing up outside Boston, I loved the city's arts and culture scene.

Spending weekends in bookstores and thrift shops, hunting for unique vintage clothes, made me feel cosmopolitan — worlds away from my homogenous suburb. As a queer kid, that was a lifeline.

In fact, I loved this energy so much that I eventually decided to move to big cities like New York and San Francisco, before settling closer to the heart of Boston.

However, the older I got, the more I started to see things differently. Between the high cost of living and Boston's aggressive drivers, I found myself becoming increasingly anxious and burned out by my life there.

So, 11 years ago, my partner and I decided to move to a smaller city in New York's Hudson Valley, near where I went to college, for a lower cost of living and peace of mind.

And although there are things I miss about living in the Boston area, my life has improved in a number of ways since I moved to upstate New York.

I love the lower cost of living and our proximity to nature

Having lived in and around several major cities, I was pleasantly surprised at how much further my dollar stretched once we moved to upstate New York.

After all, being in a highly populated city like Boston often meant paying a premium for just about everything from groceries to nights out with friends.

For example, when we first moved to the Hudson Valley, my partner and I rented a three-bedroom house, and about six months later, decided to buy a home.

Now, our mortgage costs less than the share of rent we used to split with a roommate in the Boston area.

But our cost of living isn't the only perk to life in upstate New York. I've also fallen in love with the slower pace of life that comes with living in a less-populated area.

Now, instead of taking walks down loud, busy streets when I want to clear my mind, I'm able to hike a different scenic trail every week with no repeats.

With more physical activity and fewer external stressors — like long commutes and aggressive drivers — I feel much more relaxed.

Although I miss things about my old home, I'm happy here

Of course, there are some perks of living in the Boston area that can't quite be recreated upstate.

For example, I miss Boston's varied food scene with cuisines from all over the world. Here in the Hudson Valley, American staples like burgers, pizza, and chicken wings are in heavy rotation.

Since I'm a vegetarian, and my partner is gluten-free, finding food we can enjoy when dining out is a constant challenge.

We've also found that it's been more difficult to make — and keep — friends here in a smaller city. In Boston, my partner and I each had established friend groups, composed of people we'd known for years. We went to house parties, potluck dinners, and queer clubs.

Unfortunately, many of our favorite Hudson Valley queer spaces closed during the COVID-19 pandemic, which has made building a community more difficult. Plus, some of the friends I made moved away, and others drifted apart.

For an introvert like me, socializing takes extra effort, and the rewards are hit-or-miss. Still, I keep putting myself out there.

Even though I miss aspects of my life in the Boston area, moving to upstate New York has overwhelmingly been the right decision for me, and I have no regrets.

Plus, the lower cost of living means I can dedicate more money to my favorite hobby — traveling. And when I miss the pace of city life, I can simply hop on a plane.

• Two internet relics are rising from the dead this week: Friendster and Vine.
• DiVine, backed by Jack Dorsey, launched a decentralized version of the short-form video app, Vine.
• Friendster, an early social network, is back with a new founder and a different experience.

It's time to welcome back two social networks we once loved: Friendster and Vine.

After shutting down in the 2010s, the two social media platforms are rising from the dead this week.

Both of the apps, however, are Frankenstein versions of their predecessors. Neither is being resurrected by its original founders, and the app design and experiences differ from the original platforms.

Nostalgia for a simpler internet, especially for those who remember the early days with rose-colored glasses, is partially fueling this resurgence.

Evan Henshaw-Plath — who goes by Rabble — is the early Twitter employee behind the Vine reboot, DiVine.

He said that "people look back" at the era of social media before everything got so darn big. People not only miss the features and feel of these old apps, but also that time period.

"It's very telling that in the beginning of the year, people were looking back to 2016," he said, referring to a social media trend of people romanticizing that year.

Vine officially shut down in 2017 after being acquired by Twitter in 2012, paving the way for the rise of TikTok and other short-form feeds.

Its remake, DiVine, revived hundreds of thousands of old Vine videos from digital archives. Users can post new Vine-style six-second videos. The content must be filmed directly within the app, and DiVine has a firm anti-AI-slop stance. The project is also decentralized and built on Nostr, an open-source protocol not owned by a single company.

DiVine is funded by And Other Stuff, a nonprofit that received a $10 million grant from Jack Dorsey.

Meanwhile, Friendster, a social network that predated Myspace and Facebook, was rebuilt by startup founder Mike Carson as a no-frills mobile social app for your real-life friends. For example, users can only add new friends by tapping their iPhones in person. (So far, I have a grand total of one friend: Business Insider's Katie Notopoulos, who told me she was an OG Friendster fan.)

Carson told Business Insider that he paid about $30,000 for the Friendster domain and trademark.

After being overtaken by the rise of Myspace and then later Facebook, Friendster rebranded as a gaming company in 2011. By 2015, it shut down its website.

The new app — which doesn't resemble the former version much other than its shared name — quickly jumped to No. 12 in Apple's App Store social networking category on Thursday.

Unlike DiVine, the new Friendster doesn't have access to any of the prior version's data or content.

What's old is new again on the internet

I'm not old enough to be on the original Friendster, but I remember the Vine days well. I'm also not alone in feeling nostalgic for the earlier days of the internet (or particularly, the 2010s).

Carson wrote in a Medium post this week that while today's social networks "foster a lot of negativity," he remembers the original days of Friendster as "a positive and enjoyable experience."

DiVine and Friendster aren't the only internet relics that have been resurrected recently.

Last year, Digg, once a rival to Reddit, was revived by its original cofounder, Kevin Rose, and Alexis Ohanian (a cofounder of Reddit). In March, however, the company said it was downsizing its team and rethinking its strategy.

Building any new social platform is an uphill battle, even if you have a recognizable name from a previous era.

People are loyal to the platforms they've already dug their heels into, and getting them to migrate can be challenging, Digg's CEO Justin Mezzell wrote in a letter shared to the platform's website.

Friendster and DiVine could face similar challenges.

What's abundantly clear is that there's an appetite among founders to build alternative social platforms — especially those that strike a nostalgic chord. Newer startups, like Perfectly Imperfect or Cosmos, are leveraging nostalgia to build platforms that feel reminiscent of Tumblr.

The big question: Can they actually build a community?

Tech founders can build new spaces, or reimagine old ones, but getting users to stay, return, and create a culture is what gives an app life (or breathes life back into one).

"It is not the software, it is not the founder, it is not the team," Henshaw-Plath said. "It is the community of users that makes these things work."

Advogados divergiram sobre a decisão do governo de proibir os mercados preditivos no Brasil. Enquanto alguns alegaram que a Fazenda "se excedeu" para tentar sufocar um mercado que é bem menos prejudicial do que as casas de apostas online regularizadas, outros defenderam que era importante disciplinar um setor no qual essas empresas operavam em uma "zona cinzenta".

Leia mais em: https://exame.com/future-of-money/proibicao-de-mercados-preditivos-divide-advogados-governo-se-excedeu-ou-trouxe-seguranca/

A senadora republicana dos Estados Unidos, Cynthia Lummis, afirmou que o projeto de lei de regulação de criptoativos será discutido e revisado em comissão em maio. A proposta, conhecida como “Clarity Act” está travada desde que chegou ao Senado em janeiro, quando perdeu apoio de parte do setor e sofreu oposição dos bancos.

Leia mais em: https://exame.com/future-of-money/senadora-dos-eua-diz-que-regulacao-de-criptoativos-sera-analisada-em-maio/

• Donald Trump owns his own social media company.
• But Truth Social isn't where to go if you want a lot of people to see you attack Jimmy Kimmel.
• So Melania Trump made sure her demand that ABC do something about Kimmel appeared on Elon Musk's X, too.

Melania Trump says ABC should "take a stand" over Jimmy Kimmel, because she doesn't like a joke the talk show host made last week.

First things first: The first lady calling on a media company to do something about its employee because she doesn't like what that employee said is a bad thing. It's an attempt to use the power of the White House to silence speech that the White House doesn't like.

And it's just as worrisome as it was last September, when Brendan Carr, Trump's pick to head the Federal Communications Commission, told ABC owner Disney to "take action, frankly, on Kimmel" because Kimmel had made a joke about Trump supporters and Charlie Kirk. Disney suspended Kimmel for a few days and then reinstated him after public outcry.

There is a difference between Carr's demand and Melania Trump's demand on Monday, since Carr is a regulator with direct oversight over parts of Disney's business, and Melania Trump doesn't have any formal power over … anything. But she's still using the power of the White House to try to control speech, and that should alarm anyone with any common sense. (I've asked her office for comment.)

Let's see how new Disney CEO Josh D'Amaro responds to this one.

Much less important, but still interesting to me: The first lady's choice of platform to make her demand/threat. Melania Trump used Elon Musk's X, the site formally known as Twitter, to post her thoughts on Monday, using both her official First Lady of the United States account and her own personal account.

Trump also posted the same statement on Truth Social, the social media site owned by her husband. But that one seemed obligatory. Not in the way it's literally obligatory for Donald Trump to post at least some of his thoughts on his own social platform before he puts them anywhere else. But in the way you're supposed to tell your significant other you think they make the best pasta, when what you really crave is Olive Garden.

The numbers make it clear why Melania Trump chose to use X to make a splash: Her post on that platform has 230,000 likes, and that number is skyrocketing. Her Truth Social post has 6,500 likes and is traveling at a much more leisurely pace.

All of which is a reminder that while Truth Social is the Trump-owned Twitter alternative Donald Trump uses, it remains a minor-at-best platform. One that won't tell you how many users it has, and one that managed to lose more than $700 million on revenue of $3.7 million in 2025.

None of that is news, nor does it seem to matter to Trump, who still owns a company worth nearly $3 billion, even after a stock plunge and the departure of its CEO — perhaps because the company's current plan is to merge with a nuclear fusion company.

It also doesn't matter where Donald Trump truths or posts or spouts off — he's the president of the United States, so just about anything he says that's noteworthy gets instantly transmitted through the global media ecosystem. Like what happened on Monday afternoon, where he piggybacked on his wife's post and explicitly called on Disney and ABC to fire Kimmel.

But for the rest of us — including the first lady of the United States — where you post a message matters. Which is why she's using the one that helped her husband get into the White House in the first place.

• John Ternus, Apple's new CEO, has a background in hardware engineering.
• Oculus inventor Palmer Luckey unearthed a VR headset from Ternus's time at Virtual Research in the '90s.
• Ternus left the small VR company in 2001 before joining Apple the same year.

Apple's John Ternus is a 25-year veteran of the tech giant, but one of his first engineering gigs was at a lesser-known company building virtual reality headsets.

Defense startup founder and Oculus headset creator Palmer Luckey reminisced on X about a product that Ternus, who is set to become Apple's CEO in September, might've had a hand in during his early engineering days.

Luckey posted a photo of an old V8 head mount display from Virtual Research.

"From what I can tell, he was the lead mechanical engineer on the V8 I obtained when I was 16!," Luckey wrote, referring to Ternus.

"It was an incredible headset for the time," Luckey told Business Insider.

He described the headset as well-balanced and relatively lightweight, with a field of vision that was ahead of that of other consumer products at the time. It mainly sold to military flight simulators for around $50,000, Luckey said.

Ternus and Apple did not immediately respond to requests for comment.

A user guide for the V8 published online suggests the model was released in 1998, when Ternus would've been working at the company. He was an engineer at Virtual Research from 1997 to 2001, and joined Apple later that year, according to his LinkedIn profile.

A patent filed in 1995 and issued in 1998, during Ternus's time at Virtual Research, describes a similar-looking product, a virtual display apparatus for use in a virtual reality system. It supported the attachment of video displays.

Ternus is best known today as Apple's hardware boss, notably for working on AirPods and the iPad among other products, and as the incoming CEO.

His appointment marks the return to a product-minded chief like Steve Jobs. Current CEO Tim Cook's background is in operations.

The tech giant made its debut in the high-tech headset market in 2024 with the Vision Pro, which received a lukewarm response from the public. Its $3,500 price tag and lack of a killer app didn't wow consumers. At that point, Ternus had been in the senior vice president of hardware engineering role for three years.

Despite an underwhelming response to the Vision Pro, execs like Cook and Ternus remain optimistic about the product and the future of VR.

"Vision Pro is an extraordinary product," Ternus said in a Tom's Guide interview earlier this month. "It's like we reached into the future and pulled it into the present."

• ABC late-night host Jimmy Kimmel has provoked another political controversy.
• Kimmel joked that Melania Trump "had a glow like an expectant widow."
• The first lady said on social media that Kimmel "shouldn't have the opportunity" to "spread hate."

Jimmy Kimmel is back in the middle of a political firestorm.

The ABC host drew the ire of Melania Trump after joking Thursday on his late-night show that the first lady "had a glow like an expectant widow." Kimmel told the joke days before a gunman entered the building hosting the White House Correspondents' Dinner on Saturday night.

"Kimmel's hateful and violent rhetoric is intended to divide our country," Melania Trump wrote on X on Monday morning. "His monologue about my family isn't comedy- his words are corrosive and deepens the political sickness within America."

The first lady added that "people like Kimmel shouldn't have the opportunity to enter our homes each evening to spread hate."

"Enough is enough. It is time for ABC to take a stand. How many times will ABC's leadership enable Kimmel's atrocious behavior at the expense of our community," Melania Trump's post continued.

President Donald Trump seconded his wife's anti-Kimmel sentiment by encouraging Disney to cut ties with the comedian.

"Jimmy Kimmel should be immediately fired by Disney and ABC" Trump wrote in a Truth Social post on Monday afternoon.

ABC suspended Kimmel's show last fall for comments he made about Charlie Kirk's killer, which drew the condemnation of FCC Chairman Brendan Carr. Kimmel was reinstated by ABC days later following an outcry from free-speech advocates.

Nexstar and Sinclair, which each own hundreds of local TV stations, initially refused to air "Jimmy Kimmel Live," though they eventually agreed to let their ABC affiliates show it.

Leaders at ABC and Disney, its parent company, now must decide whether to take any action against Kimmel and risk another boycott, or stand behind the comic.

It's the latest challenge for new Disney CEO Josh D'Amaro, who's already dealt with his company's OpenAI deal falling apart and the shelving of a controversy-plagued season of "The Bachelorette."

Por Fábio Plein*

Leia mais em: https://exame.com/future-of-money/iof-sobre-stablecoins-o-custo-brasil-nao-pode-ser-custo-cripto/

A Epic Games está apostando em sua parceria com a The Walt Disney Company como principal motor de retomada do crescimento do Fortnite, após uma série de lançamentos abaixo do esperado e demissões recentes na companhia.

No mês passado, a empresa cortou cerca de 1.000 funcionários em um esforço de redução de custos estimado em US$ 500 milhões e reconheceu internamente que diversos novos jogos e atualizações do Fortnite não tiveram boa recepção. Entre eles, modos como o “Ballistic” e o “Festival Battle Stage” serão descontinuados, enquanto o “Rocket Racing” será encerrado em outubro.

Em comunicado interno, o CEO da Epic, Tim Sweeney, afirmou que, apesar de o Fortnite seguir como um dos jogos mais bem-sucedidos do mundo, a empresa tem enfrentado dificuldades para manter consistência nas atualizações e no engajamento do público.

De Marvel a Pixar

A nova aposta da companhia está centrada em uma série de jogos desenvolvidos em parceria com a Disney, que investiu US$ 1,5 bilhão na Epic há dois anos. O primeiro título dessa colaboração deve ser lançado em novembro e terá formato de jogo de tiro com personagens das propriedades da Disney, incluindo Marvel, Star Wars e Pixar.

Segundo fontes internas, o projeto é visto como estratégico para revitalizar o Fortnite e ampliar seu alcance global, embora algumas versões iniciais tenham recebido avaliações internas consideradas “medianas”.

LEIA MAIS:

• Disney enfrenta reveses com Fortnite e Sora na estreia do novo CEO
• Parque da Disney em Paris inaugura área de ‘Frozen’ e acelera ofensiva para atrair visitantes

A parceria também prevê pelo menos mais dois jogos adicionais, mas parte dos recursos já foi redirecionada após preocupações com o cronograma de desenvolvimento.

Apesar disso, a Disney afirmou que mantém confiança na colaboração e que o projeto segue dentro de sua estratégia de longo prazo para construir um ecossistema integrado de jogos e entretenimento.

A Epic Games afirmou que sua abordagem de desenvolvimento é baseada em lançamentos rápidos e melhorias contínuas, ainda que isso tenha levado, segundo funcionários, a produtos lançados em estágios iniciais de maturação.

A companhia foi fundada em Cary, na Carolina do Norte, e ganhou destaque global em 2017 com o sucesso do Fortnite no modo battle royale, que rapidamente se tornou um fenômeno global e gerou bilhões de dólares em receita nos anos seguintes.

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• I buy some great products at Dollar Tree, but there are things I don't like to get at the chain.
• The trash bags and plastic storage bags at the chain have not impressed me much.
• I'd rather spend a little more to get higher-quality tools, kitchen gadgets, and candles.

As a mom of two teenagers, I try to stress to my kids that it's never a bad idea to save money where you can.

One way I've done so is by shopping at the discount chain Dollar Tree for the past two decades. It's been my favorite place to grab household essentials at low prices.

I've been happy with spices, batteries, face masks, and other basics I've purchased there for $1.25 or $1.50 — way less than I've paid at other big-box stores.

However, there are a few Dollar Tree items I've found to be not worth my time or money. As a frequent shopper, here are a few things I don't buy from the discount chain.

• Anduril president Matthew Steckman said that defense tech companies have to "create a monopoly."
• There are only one or two programs in each category that are big enough to sustain a business, Steckman said.
• "If you capture them, you have a business, and if you don't, you have no business," he said on "20VC."

Defense tech is winner-takes-all, according to Andruil's president.

Anduril has quickly become a market leader, spawning a venture capital frenzy. The industry is also notoriously competitive, with companies duking it out for lucrative government contracts.

On the "20VC" podcast, President and Chief Business Officer Matthew Steckman described the company's strategy. They'd need to win in key product categories, he said — and maybe monopolize them.

Every defense product category has one big or two big programs, Steckman said. He used the example of small drones, for which there are "very few" programs that would create enough revenue to maintain a business.

"If you capture them, you have a business, and if you don't, you have no business," Steckman said of these programs.

Defense tech companies must shoot for the moon, he said. It's this "addressable market question" that most companies in the sector get wrong, he said.

"You have to create a monopoly," Steckman said. "We knew that."

Anduril's strategy, then, was to create strong underlying technology that could keep them competitive in multiple markets. The company calls this Lattice, the tech that consumes data, interprets it, and then manipulates robots around it, he said.

Those technologies apply to 20 different markets, Steckman said, each "different parts of the defense apparatus."

It's clearly paid off. The company is reportedly raising its next round at a valuation of $60 billion. Some venture capitalists with FOMO are paying premiums for their shares. One compared it to buying Taylor Swift tickets.

Want to work there? Your best way in might be winning a drone-racing competition. In April, the company will reward one winner with a job and a $500,000 check.

After Steckman posited his theory of monopolization in defense tech, host Harry Stebbings asked: Why, then, are there so many drone companies?

"There will definitely be one winner," Steckman said. "The challenge for investors is actually figuring out which one it is."

O novo CEO da The Walt Disney Company, Josh D’Amaro, mal completou uma semana no cargo e já viu duas apostas bilionárias em tecnologia enfrentarem dificuldades — uma delas praticamente desmoronando.

Na terça-feira (24), a Epic Games anunciou a demissão de 1.000 funcionários após novas versões de seu jogo de sucesso Fortnite não conseguirem engajar os fãs. A Disney havia anunciado, dois anos antes, um investimento de US$ 1,5 bilhão na Epic para criar um novo universo digital baseado em personagens e histórias da companhia.

Poucas horas depois, a OpenAI anunciou que vai encerrar o Sora, seu gerador de vídeos por inteligência artificial lançado com grande expectativa no ano passado. A decisão faz parte de uma reestruturação mais ampla, com foco em ferramentas de produtividade e programação, além de uma possível abertura de capital ainda neste ano.

O fechamento do Sora também implica o fim de uma parceria com a Disney, que previa um investimento de US$ 1 bilhão na OpenAI e o uso da tecnologia para criação de conteúdo. A empresa também descontinuará versões da ferramenta para desenvolvedores e retirará funcionalidades de vídeo do ChatGPT.

LEIA MAIS:

• De Assaí a RD: o que muda com a lei que permite farmácias dentro de supermercados

D’Amaro assumiu o cargo de CEO no lugar de Bob Iger em 18 de março. Na assembleia anual da empresa, no mesmo dia, ele apresentou sua visão de uma Disney mais conectada com os fãs, em parte por meio do uso de novas tecnologias. Segundo ele, o serviço de streaming Disney+ deve se tornar um portal para interação não apenas com filmes e séries, mas também com jogos e experiências.

Seu objetivo é “oferecer uma experiência mais conectada, personalizada e imersiva aos consumidores — onde quer que estejam e quando quiserem interagir conosco”.

As ações da Disney fecharam em queda de 1,6% na terça-feira.

O acordo com a Epic foi liderado por D’Amaro, que anteriormente comandava as áreas de parques temáticos, produtos de consumo e games da empresa. Ao anunciar a parceria, a Disney apresentou conceitos de um mundo online dentro do Fortnite que lembrava um parque temático. D’Amaro também passou a atuar como observador no conselho da Epic.

Em um memorando a funcionários e fãs, o fundador da Epic, Tim Sweeney, afirmou que a queda no engajamento do jogo levou a empresa a gastar mais do que arrecadava. Cortes de custos de cerca de US$ 500 milhões devem preparar a companhia para “grandes lançamentos no fim do ano”, disse, sem mencionar o projeto com a Disney.

A parceria com o Sora era vista como uma das iniciativas mais ambiciosas da Disney no uso de inteligência artificial. Anunciado há poucos meses, o plano previa permitir que fãs criassem vídeos curtos com mais de 200 personagens da companhia — incluindo franquias como Star Wars e Marvel — e até publicassem esse conteúdo no Disney+.

No entanto, o projeto enfrentava desafios. Internamente, havia dúvidas sobre a demanda e o alto consumo de recursos computacionais. Além disso, o lançamento inicial do Sora gerou controvérsias por questões de direitos autorais, levando a OpenAI a implementar controles para proteger conteúdos e propriedades intelectuais.

Após o fim do Sora, a Disney afirmou que o campo da inteligência artificial ainda é incipiente e evolui rapidamente, e que continuará buscando novas parcerias tecnológicas. A companhia agora pode recorrer a alternativas como Runway AI, Pika Labs e Google, que desenvolvem ferramentas semelhantes.

Enquanto isso, a OpenAI redireciona sua estratégia para competir com a Anthropic no mercado corporativo, priorizando ferramentas mais avançadas e sistemas capazes de executar tarefas de forma autônoma.

Para D’Amaro, o início de mandato mostra os desafios de apostar pesado em tecnologia em um momento de rápidas transformações no setor.

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O avanço de instituições financeiras tradicionais no mercado de criptomoedas tem sido resultado de um processo gradual de modernização, segundo Amy Oldenburg, responsável pela estratégia de ativos digitais do Morgan Stanley. A executiva afirmou que o movimento não está relacionado a uma corrida motivada por receio de ficar de fora, mas sim a anos de desenvolvimento de infraestrutura.

Leia mais em: https://exame.com/future-of-money/morgan-stanley-diz-que-entrada-em-cripto-estava-nos-planos-ha-anos/

• I've been on many Disney cruises and have upgraded to its concierge class four times.
• It's pricey, but it comes with complimentary bites and drinks, a spacious room, and other benefits.
• To me, the most valuable perk is priority access for booking cabanas on Disney's private islands.

I've been on about 15 Disney cruises. Of those sailings, I've booked concierge four times.

It's the most luxurious tier available and is substantially more expensive than other staterooms. Prices vary, but in general, I've found concierge staterooms are about double the price of a deluxe verandah (balcony) stateroom.

For example, on a recent five-night sailing aboard the Disney Dream, we spent $10,000 on a one-bedroom concierge stateroom for our family of four. A deluxe verandah room would've been about $5,000.

With that in mind, I'm often asked if concierge is worth the splurge. Personally, there's just one benefit that makes it feel worth it for my family.

Concierge comes with many perks, but they don't necessarily make up for the high price tag

In addition to priority boarding and larger, upgraded rooms, concierge passengers have access to exclusive lounge areas and a private sun deck on their ship.

They can order complimentary alcohol and specialty drinks at the embarkation-day lunch and during the nightly happy hour in said lounge.

Plus, they receive free popcorn and bottled sodas for the on-board theater shows, complimentary mini-bar items in their room, and a more robust, high-end selection of bathroom amenities.

The rooms are really nice, but we typically don't spend much time in them since there's so much to do on and off the ship. And, if you add up every drink and bucket of popcorn, the difference between a verandah and a concierge stateroom still doesn't come close to evening out.

However, what really makes concierge special is the white-glove attentive service and front-of-the-line access for everything.

That's where my favorite perk comes in: priority access to the elusive beach cabanas on Disney's private islands.

For me, priority cabana access is the only reason to book concierge

Many Disney cruises stop at at least one of its private island destinations in the Bahamas: Castaway Cay and Lookout Cay at Lighthouse Point.

Each location has around two dozen cabanas available for rent, and they're really exclusive since Disney ships have thousands of passengers.

This scarcity is why concierge status can make all the difference. They get first crack at booking all activities and experiences, including cabanas.

In my experience, the cabanas go fast and can fill up before the booking window even opens to all guests, including those at the highest Disney Cruise Line loyalty tier who are in line after concierge.

I've found it's rare for a non-concierge guest to get a cabana unless they're on the waitlist and get lucky with a last-minute cancellation.

On top of that, concierge guests don't have to compete in the "log in at midnight when your booking window opens" game to get the amenities they want.

Instead, they have a dedicated email they can use to communicate their wishes, and a concierge handles it for them.

On our first concierge sailing, we requested a cabana and it was reserved for us well before our departure. On the second, we got wait-listed, then were notified that we'd gotten a cabana while aboard the ship.

To be clear, these cabanas are not free or discounted for concierge passengers. We've paid between $700 to $900 a day for ones that fit up to six guests.

They're more than just a place for privacy and shade, though: The elevated spaces have dedicated hosts, lots of seating, and complimentary non-alcoholic drinks and snacks.

On Castaway Cay, the cabanas include access to snorkel gear, beach floats, and one-hour bike rentals, which would normally all cost extra.

No matter what you spend, good weather is never gaurunteed. On one trip, I was disappointed when one of our cabana beach days was cut short by a storm — mostly because I didn't feel we got our money's worth.

However, our host was quick to bring rain ponchos, and our kids thought our private golf-cart ride back to the ship was the best part of the day.

Concierge may not be a great value for everyone, but for travelers like me, it's a worthy splurge

Paying double for a cruise to be able to spend an extra almost-thousand dollars on a beach day is certainly not worth it for everyone.

I could see concierge being a great splurge for fellow Disney cruisers chasing privacy and front-of-the-line access. After all, if you're not in concierge, it's almost impossible to secure a cabana.

Ultimately, the value of this upgrade depends on which perks you plan to use and how important they are to your group. (And whether or not your ship is stopping at one of Disney's private islands.)

Sailing concierge really does feel luxurious and occasionally upgrading so we can score a precious cabana has been worth it.

However, my family's also been perfectly happy in the interior staterooms on a Disney cruise.

• San José airport starts testing an AI robot called José to assist travelers.
• The pilot test launched on Tuesday amid travel chaos at many US airports.
• Some TSA workers have stopped coming into work due to a government shutdown.

One of Silicon Valley's main airports just made its newest hire, a robot named "José."

San José Mineta International Airport is turning to artificial intelligence to ease the strain of modern air travel, debuting "José," a humanoid robot, as some US airports grapple with staffing shortages and widespread delays.

Developed by Silicon Valley startup IntBot, José is designed to greet passengers, answer questions, and provide real-time updates while autonomously navigating busy terminals.

The robot will be stationed in SJC's Terminal B as part of a four-month pilot, "singlehandedly running his own gate," according to an email previewing the test that referred to José as the airport's "newest hire."

Airport officials said the launch highlights San José's role as a testing ground for emerging technologies to improve customer service.

"By piloting IntBot, we're exploring how artificial intelligence can enhance the passenger journey while reinforcing SJC's role as the gateway to Silicon Valley," said SJC Director of Aviation Mookie Patel.

The timing is notable. Airports across the US have been hit by long security lines and travel chaos, driven in part by many Transportation Security Administration workers not reporting to work during a partial government shutdown. With TSA agents going unpaid at the height of the spring break season, some airports have struggled to maintain normal operations.

José the robot represents a broader push to automate parts of the airport experience, from passenger assistance to information delivery.

SJC officials said the pilot will help evaluate how multimodal AI, combining vision, audio, and language, performs in real-world environments.

The future of air travel may include a robotic helping hand — and it can't come fast enough for weary vacationers stuck in long lines.

Sign up for BI's Tech Memo newsletter here. Reach out to me via email at abarr@businessinsider.com.

Durante décadas, o poder global das moedas foi definido por fatores relativamente claros: reservas internacionais, acordos comerciais, força econômica e, em muitos casos, influência militar. Foi assim que o dólar consolidou sua posição dominante ao longo do século XX, sustentado por uma combinação de poder econômico, influência política e uma infraestrutura financeira internacional construída ao redor do sistema bancário americano.

Leia mais em: https://exame.com/future-of-money/a-nova-disputa-global-pelo-poder-do-dinheiro-digital/

Durante séculos, o ouro foi guardado em cofres, transportado por blindados e negociado apenas por quem tinha acesso a mercados altamente especializados. Era o ativo dos bancos centrais, dos grandes fundos e dos mais ricos, não do cidadão comum.

Leia mais em: https://exame.com/future-of-money/ouro-tokenizado-uma-estrategia-alem-do-investimento/

• British billionaire John Caudwell has eight children, ranging in age from 2 to 47.
• From flying coach to wearing Zara, he's intent on raising grounded and hardworking kids.
• Here's Caudwell's approach to parenting — and his biggest piece of advice.

This as-told-to essay is based on a conversation with John Caudwell, the British billionaire founder of mobile phone businesses Phones 4u and Singlepoint, both of which he sold. Caudwell is raising three children with his partner, former Olympian Modesta Vžesniauskaitė, and now focuses on his childrens' charities and real estate investing. The following has been edited for length and clarity.

My family life is very dynamic. I have eight children, one of whom I'm the stepfather to. My youngest kids are 2 and 5 years old, and my oldest is 47.

I grew up in a little terraced house in the middle of Stoke-on-Trent, and I had next to nothing. I don't want my kids to have next to nothing, but I don't want to overcorrect the way that some rich people do.

For my older kids, when I was building my businesses, there was less time on a day-to-day basis, but it was quality time. I've always made quality time an absolute priority: almost never missing a sports day or prize-giving, things that were important.

Now, we do most of the parenting and don't have nannies. I have two housekeepers who help out, but school is the real answer, from 9 a.m. until 4 p.m. That gives them discipline, entertainment, interest, and education.

Flying economy and shopping at Primark

Everybody wants to be spoiled, but it's very important that we keep our kids' feet on the ground, so we are very controlled about how we approach luxury.

For instance, when we go on the superyacht for a family holiday, that's mainly a treat for me. The adult children have to make their own way to the boat. The younger ones travel in economy with Modesta — I'll take business class most of the time — and we take the budget airline easyJet. We have to demonstrate to them what normal life is like.

They have virtually no designer clothes — maybe some that they got as presents, but we buy them clothes from Zara and Primark. If you go to Gucci and pay a thousand pounds, are the kids any happier? No, they're not. Do they end up having a very spoiled attitude? Yeah, they probably do.

When we take them to a restaurant, they'll have chicken nuggets and chips, and the younger ones share a plate. I hate wasting food. I always remember, when one of my daughters was young, we went to a restaurant, and she asked, "Daddy, would you really mind on this occasion if I had steak and chips?" You see kids out there just ordering lobster, and my kids would never dream of it.

When it comes to spoiling, one early mistake we made was buying them too much at Christmas. Not expensive gifts, but too many of them. They'd scramble through all the boxes and end up playing with a cardboard box. Now, we take a much more frugal approach; two or three Christmas presents are more than enough.

Our financial support is a very frugal help line that encourages them to achieve their own success. It supports them while they're in school so they can focus on being good students. It doesn't pay for them to go out to nightclubs or have expensive meals. My support is very much related to the effort they put into their lives.

My adult children are all busy making their own careers. One of my daughters is a psychotherapist, one works in real estate, and another works at a bank. One of my sons is a musician, writing and producing songs, and another is getting his real estate license.

The golden rule

The one thing I always do is that no matter what happens in your child's life, you're constantly telling them you love them.

No matter how much I have to punish them, it's always followed by, "Well, of course, I love you, darling. I love you very much, but I have to discipline you because you have to grow up to be meaningful, good people."

That's been consistent: I don't really want anything from them in life other than for them to be happy and leave the world a better place than they found it.

What does it matter if they're rich, if they're unhappy? What does it matter if they're an Olympian, if they're unhappy?

If every kid could grow up to aspire to those goals, which of course is very difficult to achieve, what a wonderful life for our children, but also what a wonderful place for the world to be.

Nesta sexta-feira, 20, o bitcoin é negociado "de lado", sem variação expressiva nas últimas 24 horas. A maior criptomoeda do mundo se mantém na casa dos US$ 70 mil enquanto desdobramentos macroeconômicos e geopolíticos seguem impactando o apetite ao risco do mercado. Apesar disso, um especialista aponta cautela e expectativa de curto prazo negativa para o bitcoin.

Leia mais em: https://exame.com/future-of-money/bitcoin-se-mantem-acima-de-us-70-mil-mas-tem-tendencia-negativa/

• 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.

• Tom Blake, 29, turned his college side-hustle experiments into a full-time content business.
• He now makes a six-figure living by testing and reviewing side hustles on YouTube and Substack.
• Paid market research is one of Blake's top side hustle recommendations, offering low-stress income.

This as-told-to essay is based on a conversation with Tom Blake, a 29-year-old YouTuber and blogger, about his experiments with side hustles. It's been edited for length and clarity.

I started experimenting with side hustles in 2014 while I was in college for a simple reason: I needed to pay the bills. Since then, I've tried over 100 of them — everything from AI website generation to crypto reward programs to paid shopping.

I read a lot about side hustles on Reddit, and many just didn't work as advertised. In 2018, this frustration led me to start a blog documenting my side hustle tests.

I studied psychology, minored in marketing, and interned at a digital marketing agency, which became my first job after graduating. I kept side hustling because the job had a pretty low starting salary, and I wanted to build wealth faster.

I then realized I could make more money on my own outside my job if I worked hard.

My content business is now my full-time job

Over time, the blog grew steadily, and my content business — including my main YouTube channel, a smaller YouTube channel, some blogs, and an email newsletter — became my full-time job.

From ad revenue and affiliate links, it made about $1,700 in its first year, then about $7,000 the next, and $20,000 the year after. Over its lifetime, it generated more than $1 million in revenue before I sold it at the end of 2023.

Since then, I've become a digital nomad earning six figures by testing side hustles and online gigs on YouTube and my Substack. I make about $2,500 a month from side hustles, including gig apps, money-making websites, investing, consulting, and freelance gigs.

These are five of the most lucrative and realistic side hustles I've found, especially for beginners.

1. Paid market research

This is one of the simplest ways I've ever made money, and I still do it today.

Companies need feedback from real people. Sometimes they're looking for niche groups like accountants or grocery store workers, but you can join platforms to find open focus groups or market research calls.

Typically, you apply for studies through platforms like User Interviews or Respondent. If you're selected, you join a Zoom call with a researcher, answer questions for 30 to 60 minutes, and get paid.

The pay varies widely, but it's common to earn $50 to $80 for a half-hour session, or $75 to $100 for an hour. A few months ago, I did a 45-minute conversation about AI and earned $200.

The downside is that you won't qualify for most studies you apply to, and you have to apply to each one. Still, I can usually land one every month or two, and the work is easy and low-stress.

2. Niche gig economy apps

Most people think of the gig economy as Uber or DoorDash, but there's a whole world of lesser-known apps that can be pretty lucrative.

One example is Sharetown. It partners with mattress and furniture brands to handle oversize returns — things like sofas and mattresses that retailers don't want back in their warehouses.

As a Sharetown rep, you pick up returned items from customers, resell them on Facebook Marketplace, and split the proceeds with the company. Sharetown tells you what to pick up and what price to list it for.

I've spoken with reps who make a few thousand dollars a month, especially in busy areas. You need a vehicle that can haul large items, but for the right person, it's a clever way to start a flipping business with almost no upfront risk.

There are also apps like Dolly and Lugg, which pay people to help with moving jobs. You can sign up as a driver if you have a vehicle, or just as a helper if you don't.

3. Rewards and discovery apps

Rewards apps have improved a lot in recent years. They're apps that pay users for downloading apps, playing mobile games, and trying products and services.

I use Scrambly. I've earned more than $1,000 using it in testing over the last few months. One offer I received paid me $250 to open a bank account.

I don't recommend this as a primary source of income. Most of the time, you're earning around $4-$5 per hour, but if you're already playing mobile games or planning to switch bank accounts, it's worth checking them out.

4. AI training and data annotation

One new side hustle I've been testing is AI training.

Many companies hire human testers to review AI-generated outputs from different models and rate them, helping improve them over time. It's essentially quality assurance for artificial intelligence.

I recently started testing this space and was accepted into a platform called Micro1. After a 20-minute screening process, I was able to apply for paid projects.

Pay rates vary dramatically. Some roles pay only a few dollars an hour, while more specialized projects, such as those that require a Ph.D. in a specific field, can pay $25 to $50 or more. The work is fairly steady, and some even offer 30 to 40 hours a week.

5. Website and app testing

This is another side hustle I did frequently in college and still recommend for beginners through sites such as PlaytestCloud, Userlytics, and Trymata.

Companies pay users to test websites and apps under development. You follow the instructions or navigate the product yourself, then share honest feedback. Most tests pay $10 to $20 and take about 15 to 20 minutes. Longer tests of up to an hour can pay $50 to $100.

The downside is that you have to sign up and claim the tests while they're available, on a first come first serve basis.

Lessons I've learned

Side hustles can be exciting, and I think people should experiment with them, but if something sounds too good to be true, it probably is.

Before trying anything, I always recommend reading reviews and checking forums as part of basic due diligence. If someone online is promising massive hourly earnings with no downside, that's a red flag.

• I've lived in Florida for over 25 years and have explored some of the state's most peaceful islands.
• I love Cedar Key, a charming small town with lots of local businesses.
• North Captiva Island, which is only accessible by boat or plane, is also worth a visit.

When thinking about islands in Florida, places like Key West, Sanibel, or Fisher Island probably come to mind. However, after living in the Sunshine State for more than 25 years, I know there are so many more beautiful places to explore.

Beyond the famous names are lesser-known gems that offer natural beauty, charm, and a sense of escape. Whether you're craving a quiet beach day, a kayaking adventure, or a peaceful getaway without the crowds, these six islands deliver.

• Some of Hollywood's biggest stars took home awards at the 98th Academy Awards.
• But many of the recipients of the most Oscars in history never set foot in front of the camera.
• The winningest films of all time took home a range of awards, from best picture to best sound.

Both "Sinners" and "One Battle After Another" dazzled at the 98th Academy Awards on Sunday, with "Sinners" taking home four Oscars and "One Battle After Another" earning six. "Frankenstein" won the most technical awards, winning best production design, best costume design, and best hair and makeup.

Still, they didn't come close to some of the competition's biggest winners of all time.

Over the last century, only a handful of individuals and films have been able to claim more than seven or eight Oscars. Films took home the headlining awards of best director and best picture, as well as Oscars for design and production.

In fact, some of the winningest individuals in Oscars history actually made their impacts behind the scenes. Award-winners brought dinosaurs to life in "Jurassic Park," composed songs for "The Little Mermaid," and did makeup for "Men in Black."

Edith Head, an eight-time Oscar winner — and the most awarded woman in Oscars history — famously said, "What a costume designer does is a cross between magic and camouflage. We create the illusion of changing the actors into what they are not. We ask the public to believe that every time they see a performer on the screen he's become a different person."

When it comes to the winningest movies of all time, sometimes individual accolades outshine the films themselves. 1972's "Cabaret" won categories like best music, best film editing, and best director, but not best picture, showing that the whole sometimes isn't greater than the sum of its parts.

As excitement builds for this year's ceremony, here are the individuals and films with the most competitive Academy Awards in history.

Uma carteira cripto que estava inativa há cinco meses voltou a movimentar recursos e comprou cerca de US$ 7 milhões em tokens TRUMP, uma criptomoeda meme associada ao presidente dos Estados Unidos, Donald Trump. A movimentação ocorreu poucas horas após o anúncio de um evento exclusivo para os maiores detentores do ativo, o que impulsionou o preço da criptomoeda.

Leia mais em: https://exame.com/future-of-money/investidor-lucra-us-25-mi-com-alta-da-criptomoeda-de-donald-trump/

A Disney alertou nesta segunda-feira (2) que enfrenta “ventos contrários na visitação internacional” em seus parques temáticos americanos, e que isso deve limitar o crescimento do lucro operacional da divisão no trimestre atual.

O aviso foi dado durante a divulgação dos resultados do primeiro trimestre fiscal. O CFO Hugh Johnston não quis detalhar as razões da desaceleração, mas confirmou que a empresa já está reagindo: tanto a Disneyland, na Califórnia, quanto o Walt Disney World, na Flórida, estão redirecionando seus esforços de marketing para atrair visitantes domésticos em vez de estrangeiros.

O contexto ajuda a explicar a cautela da empresa. Tensões diplomáticas do governo Trump com aliados tradicionais, a imposição de tarifas comerciais e processos mais rigorosos de verificação de vistos têm levantado preocupações crescentes sobre a disposição de estrangeiros em visitar os Estados Unidos.

Leia mais:

• Disney investe US$ 1 bilhão na OpenAI e libera Mickey e Cinderela para vídeos no Sora
• Disputa pela Warner joga holofote sobre declínio dos canais de TV a cabo

Apesar da sinalização de cautela para os próximos meses, os números do trimestre encerrado em 27 de dezembro ainda foram fortes. A divisão de experiências — que engloba parques temáticos, cruzeiros e produtos de consumo — registrou receita recorde de US$ 10 bilhões, alta de 6% na comparação anual. O lucro operacional também bateu recorde trimestral, chegando a US$ 3,3 bilhões, igualmente 6% acima do ano anterior.

desempenho foi puxado por uma combinação de fatores. A frequência nos parques americanos subiu 1%, enquanto o gasto médio por visitante cresceu 4%. A linha de cruzeiros também contribuiu, com mais reservas após a adição de um novo navio à frota.

A divisão de experiências é o motor de lucro da Disney — e por isso mesmo será uma das principais responsabilidades do próximo CEO da companhia. Segundo o Wall Street Journal, o conselho de administração se reúne esta semana na sede em Burbank, na Califórnia, e deve votar o sucessor de Bob Iger.

De acordo com o jornal, a disputa está entre dois executivos da casa: Josh D’Amaro, atual presidente da divisão de experiências, e Dana Walden, copresidente da divisão de entretenimento. A especulação sobre quem ficará com o cargo — e qual será o destino do preterido — tem consumido funcionários da Disney e boa parte de Hollywood nos últimos meses, segundo a publicação.

Os robustos resultados corporativos impulsionarão o rali das ações dos Estados Unidos em 2026, uma vez que os riscos em torno de uma perspectiva incerta para os juros se mostrarão de curta duração, de acordo com alguns estrategistas de Wall Street.

Michael Wilson, do Morgan Stanley, disse que existiam “sinais claros” de que uma recuperação dos lucros estava em curso e que as empresas americanas desfrutavam de maior poder de precificação. Ele também apontou para um ponto mínimo nas revisões de lucros, que é o número de analistas que revisam para baixo as estimativas em comparação com o número de elevações das revisões.

Leia também:

• Ação em foco: Petrobras retoma alta com a volta dos dividendos generosos

“Embora as incertezas decorrentes do guidance do Federal Reserve e da paralisação do governo tenham afetado a recente movimentação dos preços, esses são ventos contrários temporários no caminho para um sólido 2026, impulsionado pelo crescimento dos lucros”, escreveu Wilson em nota.

O estrategista permaneceu entre as vozes mais otimistas neste ano, mesmo com a volatilidade das ações devido à elevação das tensões comerciais dos Estados Unidos e, mais recentemente, à paralisação prolongada do governo. Um tom cauteloso do presidente do Fed, Jerome Powell, sobre as taxas de juros também havia prejudicado o sentimento.

No entanto, os futuros de ações dos EUA subiram nesta segunda-feira, enquanto o Senado deu um passo importante para reabrir o governo. Enquanto isso, a temporada de balanços tem sido muito mais forte do que o esperado. As empresas do S&P 500 registram um salto de quase 15% nos lucros do terceiro trimestre, de acordo com dados compilados pela Bloomberg Intelligence.

O S&P 500 acumula alta de 14% em 2025, e registra o terceiro ano consecutivo de ganhos.

Um índice do Citigroup mostrou que, desde meados de outubro, mais analistas ampliaram do reduziram suas estimativas. O foco agora se volta para os resultados da Nvidia, que devem ser divulgados na próxima semana e poderão oferecer pistas sobre as tendências na área da inteligência artificial.

Estrategistas do UBS Group dizem que esperam que as empresas de tecnologia voltem a impulsionar a maior parte do crescimento dos lucros americanos no próximo ano. No geral, eles preveem que o S&P 500 atingirá um recorde de 7.500 pontos até o final de 2026, o que implica ganhos de mais de 11% em relação aos níveis atuais.

Na Oppenheimer Asset Management, o estrategista John Stoltzfus disse que era muito cedo para “desistir” dos fabricantes de chips e das perspectivas para a IA.

“O enfraquecimento dos preços das ações, refletido nos principais índices atualmente parece mais um ‘haircut’ e um ‘ajuste’ do que o início de um período mais sério de declínio”, acrescentou Stoltzfus.

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