• Carolyn Tisch Blodgett said she sets an example for the brand by integrating her family and work.
• She said bringing her children to big games helps encourage working parents "to be their full selves."
• Blodgett spoke to Deputy Editor Nathan McAlone at Business Insider's The Long Play.

Attend a Gotham FC game, and you can expect to see Olympic gold medalists like Rose Lavelle, Emily Sonnet, and Tierna Davidson in the spotlight.

What you may not expect is children taking over the pitch by 10 pm after each game.

"It's kind of like a Gotham daycare on the field," said the club's lead owner and governor, Carolyn Tisch Blodgett, whose three kids are part of the crowd.

Under Blodgett's leadership, the club has become the reigning champion of the National Women's Soccer League (NWSL) and one of the hottest brands in the rising tide of women's sports.

Bringing family to work is a key part of the brand's success, she said at Business Insider's "The Long Play" event on Thursday.

Blodgett is also the CEO and founder of Next 3 Ventures, a New York-based investment firm focused on sports, tech, and media. She is a member of the NWSL board and serves as chair of the executive committee.

Integrating work and family can help working parents "show up as their full selves," she told Deputy Editor Nathan McAlone.

That's why her husband and three children show up to all the big games — she said her six-year-old is obsessed with the team's goalie, and ran onto the field to celebrate when the team won the NSWL championship last year.

"You need to walk the walk. If I showed up to every game and pretended that my kids didn't exist, and no children were around, I think players might not feel as comfortable," she said.

The end goal is not only to build a winning team but to shape a brand that fans can connect with, increasing attendance, engagement, and ultimately, revenue.

Blodgett, formerly the global head of marketing at Peloton, said she takes a page straight from the Peloton playbook by focusing on players' personalities to cultivate fan loyalty.

"So much of people's relationship through their favorite sports team is through the players," she said.

For instance, one of the biggest stars in women's soccer, Alex Morgan — Olympian, World Cup Champ, and a mom — has more than 9 million Instagram followers. The San Diego Wave, her most recent club before retiring in 2025, has fewer than 1 million followers.

Morgan has also been outspoken about the challenges of being a working parent, advocating for more systemic support for athletes who become moms.

Balancing a career with parenthood isn't only a problem for athletes — it's also increasingly a point of friction for women in leadership roles across industries, including finance and tech.

But athletes can face specific challenges, such as navigating long seasons of travel and training at sports facilities that haven't historically offered childcare benefits.

Blodgett's bet is that everyone wins, from the players to brand leadership, if you build a culture of normalizing parenthood at work.

In July, the Gotham FC made history by playing before a sold-out Citi Field crowd of more than 40,000, a record-high attendance for a women's sporting event in New York City.

For Blodgett, business (and sports) has long been a family affair: her family has helped run the NY Giants since 1991. For most of that time, the vast majority of investment has gone toward male athletes, she said.

Her hope is to eventually bridge the gap until enthusiasm for women's sports becomes so pervasive that it won't be interesting to talk about.

"I think you'll have less panels like this saying, 'wow, let's talk about the future of women's sports' because women's sports will just be another chapter in all of sports," Blodgett said.

• I schmoozed with CEOs, founders, and investors at Business Insider's The Long Play in New York.
• Attendees heard from speakers ranging from Barry Diller to Ashley Graham — and spent a whole lot of time networking.
• Some attendees tried pitching deals. Others debated the future of work.

The New York venue was bustling with executives, some of whom governed companies with thousands of employees.

I met my first one within seconds of walking in.

On Thursday, I attended Business Insider's The Long Play event at Perelman Performing Arts Center. (Full disclosure: Business Insider is my employer, and you're probably reading this on its website.) I entered the event with a mission: to chat, network, and maybe learn a thing or two about my own career.

Mingling among the crowd, I chatted with the founders of AI startups and communications chiefs. They debated remote work, asked about management styles, and discussed working together. "I've got to work on my elevator pitch," one CEO told me.

I sat down for lunch with some attendees to discuss a question: Is workplace loyalty dead? Most said no, or that it was more complicated. One brave soul, the content creator Colin Rocker, said yes.

"I still think it's dead," he told me after the lunch chat. "But, I will say, I got more context that it's not necessarily working across the org chart."

He added: "That hurts managers, too."

Others at our table traded mentorship techniques and thoughts on leading an office. Nitzan Shapira said that, while working at Intel and Cisco, meetings were crucial. He has more flexibility while leading his AI startup, Harmony. "I'm kind of allergic to meetings," he said.

Munching on my plate of salmon, salad, and a caprese sandwich, I continued to chat with the crowd. Then came the dimming of the lights and the voice on the loudspeaker. The interviews were about to begin.

A who's who of the audience

You can tell a lot about the crowd from when people raise their hand — and when they don't.

I learned, for example, that much of the crowd had played "Grand Theft Auto." What better way to blow off some steam after a career-building conference than with some virtual vice? The attendees didn't consider themselves avid gamers, though; only a few hands shot up when Take-Two CEO Strauss Zelnick asked.

There were also a handful of investors in the crowd. Supermodel Ashley Graham asked for a show of hands, and I spotted three. During one of the breaks between talks, I talked shop with yet another venture capitalist.

As for GLP-1s, the crowd was less eager. Senior correspondent Melia Robinson asked while interviewing Ro CEO Zach Reitano, and she got only a few raised hands. (I bet, if we swapped the public hand-raising for a blind survey, that number would go up.)

The attendees around me were rapt. My seatmate, who worked for an AI startup, took notes with pen and paper. I saw some others jotting down learnings in the Notes app on their phones.

WeWork CEO John Santora described upping the once-freewheeling company's dress code. When he got there, Santora spotted pajamas and shorts; he now spots some salespeople in sport coats.

It prompted me to look around and check out what the audience was wearing. There were lots of blazers, button-ups, and slacks. A handful went more casual with their denim jackets and colorful blouses.

There were belly laughs, like when my talented colleague Sarah Needleman flubbed "how do you define success" with "how do you define sex" while interviewing Zelnick. He chuckled; the crowd joined in, and it bonded the audience.

And there were sobering moments, like when Noa Argamani described her drive to fund Israeli startups after spending 246 days in Hamas captivity.

The list goes on: There were chats with media mogul Barry Diller, banking entrepreneur Cristina Junqueira, and Nadia Carlsten, the CEO of the sneaker-company-turned-AI-infrastructure-provider Smartbird.

The event was really about meeting other people, though, and being inspired. I endlessly looped around the room, talking to C-suiters at startups and public relations agents. You could always hear the hum of new connections coming from the back of the room.

It ended with glasses of wine and hors d'oeuvres. After biting into a surprisingly delicious slider — Graham talked about pairing her wine with Korean barbecue and lasagna, and it made me hungry! — I had officially reached my schmoozing limit.

I ended the day with a full heart and a handful of new phone numbers. If you gave me yours, expect a text soon with plans to get coffee.

• John Santora took the helm of WeWork in 2024, shortly after it emerged from bankruptcy.
• Two years later, the company is making money.
• At Business Insider's Long Play Event, Santora told Executive Editor Cadie Thompson how he did it.

For WeWork's CEO, Fridays are for sneakers. Sometimes.

At Business Insider's The Long Play event on Thursday, John Santora told Deputy News Chief Cadie Thompson that he rebuilt WeWork in part by establishing a sense of trust and decorum among employees.

In pursuit of that goal, Santora instituted a dress code for employees, but also gave them one day a week to work from home.

"I didn't have the ability to go watch my son play a 3 o'clock baseball game," Santora said, adding, "We have to give our employees that flexibility to do all that."

Santora, formerly the chief operating officer at Cushman & Wakefield, a real estate firm, became WeWork's CEO in 2024 as the once-buzzy office startup emerged from a disastrous Chapter 11 bankruptcy filing.

Santora had a short time to decide whether to join the faltering company, he recalled. And it wasn't exactly an easy choice.

"I was kind of at that point of, 'Should I retire?'" he said. "My daughter Nancy said, 'Dad, you know we love you, but when you have too much time on your hands, you're a pain in the ass.'"

Since those deeply red days in 2019 when WeWork's valuation plummeted from $47 billion to roughly $8 billion before it was bailed out, the company has stabilized. It posted eight quarters of EBITDA profitability and expects a fourth straight quarter of cash-flow profitability.

In 2025, it reported about $2.3 billion in revenue.

Though it hasn't hit the valuation it once had, the fact that the company could be revived at all is remarkable. WeWork, founded in 2010, rents out office space, spruces it up, and parcels it out to freelancers, startups, and other businesses.

Its first CEO and founder, Adam Neumann, made bold pronouncements that WeWork would "change the world" and "elevate the world's consciousness" by renting out office space to startups.

But after a bungled IPO, it became clear to the new stakeholders that a different type of leader was sorely needed.

As it turned out, Santora was that leader.

Having worked for 47 years at Cushman & Wakefield, Santora had the real estate experience that Neumann lacked, albeit without the magnetism of a Silicon Valley whiz kid.

"From a leadership standpoint, I'm a very structured, disciplined person," he said. "I'm a suit and tie, buttoned-up real estate person."

Santora recalled an early trip to one of the offices, where he discovered employees wearing jeans, pajamas, slippers, and shorts.

"I grabbed my head of HR," he said. "See that? I don't want to see it anymore."

Santora, who at one point described himself as an "old chubby guy from Staten Island," didn't just force employees to wear sports coats to important meetings. In his words, there was some "give and take."

"I don't look at what time they leave, what time they come in," he said of his employees. "As long as they're getting their work done and they're keeping their clients happy."

And Santora allows himself one exception to his suit-and-tie persona.

"Fridays, I'll actually sometimes wear sneakers, depending on what my schedule is," he said.

Ashley Graham is a model and entrepreneur who has spent her career challenging who is seen, heard, and marketed to, transforming that influence into a growing business.

Ten years after her "Sports Illustrated" cover, Graham took the stage at Business Insider's The Long Play to unpack how she has built a personal brand across fashion, beauty, entertainment, and consumer products without losing what's at the core of her identity.

Graham spoke about Lucci, her new venture in the wine business, and her longtime partnership with JCPenney during her interview with Business Insider's executive editor, Leena Rao.

During the conversation, titled "Breaking the Mold," Graham also said that getting lots of rejection early on in her career has made her into a better businessperson.

"If it's not for you, there's another thing for you. And you can't take it personally," Graham told Rao.

• Supermodel turned businesswoman Ashley Graham spoke at Business Insider's The Long Play on Thursday.
• Graham has invested in startups and launched her own ventures, including Lucci sparkling wine.
• She said that raising money for the alcohol brand was "very, very hard and humbling."

Ten years after making history as the first plus-size model on the cover of the Sports Illustrated Swimsuit Issue, Ashley Graham has built a business portfolio spanning skincare and clothing to baby care and alcohol.

The 38-year-old supermodel turned businesswoman spoke at Business Insider's The Long Play event in New York City on Thursday to discuss her breaking barriers in fashion and navigating the difficult world of investment and entrepreneurship.

"I realized quickly that my body is my business," she told Business Insider's Leena Rao. "So how can I scale this?"

That crossover appeal has helped her build a massive social media audience — nearly 30 million followers across platforms — with whom she connects and brings along as she expands her ventures.

Among her latest projects is Lucci, a sparkling Italian Lambrusco wine brand she co-founded in February. Graham said Lucci was started from the ground up and was the first time she had to ask investors to come in.

"Asking people for money is very, very hard, and humbling," she said, adding later that it's been a "great learning curve" as it was the first time she had to answer to investors for the 'why' behind decisions.

From swimsuit model to leading a brand empire

In 2016, Graham appeared on the cover of Sports Illustrated's Swimsuit issue, becoming the first plus-size model to do so.

The following year, she was named one of TIME's most influential people of the year, had a Barbie doll modeled after her, and released her first book, "A New Model: What Confidence, Beauty, and Power Really Look Like."

Forbes listed her as one of the highest-paid models in 2017, with an estimated income of $5.5 million; she was the first plus-size model to break the top 10. Her namesake JCPenney collection, which launched in October 2025, is made exclusively for customers who wear size 14 and up.

Building beyond the runway

After the SI cover launched her to international fame, Graham said she monetized on the viral moment by releasing swimsuit and lingerie lines. Today, she still regularly releases collaborations with intimate brands like Knix, for which she serves as Global Ambassador and investor.

"When your body is your brand, you're always talking about it," she said.

She's also become an investor: Graham has backed the period-care brand Rif Care, the infant-formula company Bobbie, and the sustainable skincare brand Fig.1 Beauty. In 2022, she joined Fig.1 as both an investor and a partner, saying she wanted involvement beyond a typical celebrity endorsement.

As the years have passed, Graham said she's learned from past mistakes, learned how to say no, and has leaned into being very intentional about building teams around her that she can trust.

Graham also said she was surprised by "just how ruthless [VC] can be," as well as by how much success there can be.

Her most recent exit as an investor was with Wonderbelly, a clean antacid startup, which was acquired by Procter & Gamble in January.

Balancing a business with raising 3 children

Graham has managed to balance that growing career with motherhood. She and her husband Justin Ervin, whom she wed in 2010, welcomed their first child in 2020, followed by twin boys in 2022.

In 2024, she walked the Victoria's Secret runway for the first time. In making the decision to join the fashion show, she said she asked the company about its plans to expand its size range.

"I don't want to just come on as a token," she said. "I don't want to be the one-trick pony."

During the years she was having her children, she said, her investments also took on a family focus, leaning into brands she "felt like they were in [her] zeitgeist at the moment," including babycare and women-led brands. Now, her businesses are growing with her kids.

At Business Insider's event, she teased about her next business venture launching next summer: A home company partly inspired by her children.

• Nadia Carlsten, CEO of Smartbird, spoke on the public company's shift from sneakers to AI.
• When the AI pivot was announced, the company's stock skyrocketed. It has since come back down.
• Carlsten said Smartbird has a different approach to AI infrastructure, focusing on customer needs.

Before Smartbird was powering large language models, it was making shoes.

The CEO of the AI infrastructure company, Nadia Carlsten, spoke about the transition with chief correspondent Ben Bergman on Thursday at Business Insider's The Long Play.

Its roots are the sustainable sneaker company Allbirds, which skyrocketed in the late 2010s. The shoes were particularly popular among the Silicon Valley crowd. Allbirds went public in 2021 before the market turned on many direct-to-consumer businesses. The stock quickly fell, and it sold to American Exchange Group in March for $39 million.

"The short answer is the shoe business wasn't doing that well," Carlsten said.

The company then sold off its footwear business and shed most of its workforce, rebranding as Smartbird. The AI pivot skyrocketed the stock and was briefly up 800%, though it has since come back down. Carlsten, who became CEO in June, said she had never worn those wool shoes.

"The goal of the company was to do something valuable and meaningful. And for me, I knew I wanted to do AI infrastructure," she said.

After looking at the emerging AI infrastructure sector, she believed with the company's transformation, it was the "right place at the right time" for her to join.

In the five months since she took over, Carlsten said the experience can be described in one word: exciting.

"Never in my life thought that I would be the CEO of a former shoe company and managing what is essentially a startup." Since taking on the role, she has focused on building out a new team, scouring new technologies for the company to look into, and producing a new pipeline of customers.

While the stock price has gone down since the initial pivot-induced spike, Carlsten does not regret taking on the challenge. She is betting on the company's long-term potential.

"The stock market is going to do what the stock market does," she said. "What I care about is making sure that we're putting the company on the right path, and that we're able to build it quickly enough and well enough that we have a sustainable business that investors will love. So what happens in the short term? Not that important. What happens in the long term is very important."

When asked why the company decided to reinvent itself in the public eye instead of beginning as a private start-up, Carlsten countered with a question: "Why not?" she said, "It will come back up."

Having to reinvent the company from scratch can be challenging, and the public's presence is clear, she said. Yet, Carlsten said reinvention is inevitable for companies.

"This is a very public reinvention of the company, and people are watching," she said. "I think every company needs to reinvent itself every now and then."

When asked why the company is fully remote, Carlsten said most of the work at Smartbird is done virtually or at data centers, meaning an office would not be of much use.

"We spend a lot of time actually building things, which I actually love. So if my people are sitting in an office, something's wrong," she said.

Working within the emerging AI sector

Carlsten said that although her competitors are building similar AI infrastructure, the way Smartbird is going about it is unique.

"For us, it's about the right infrastructure for the right company at the right time," she said. "Our business model allows us to work more closely with customers, but it also is a lot less capital intensive."

Smartbird is looking to work with companies that have yet to explore implementing AI in their systems, she said. As more companies outside the tech realm look to adopt AI into their businesses, they have the choice to build infrastructure themselves or outsource it, and Smartbird wants to be the one to do it for them, she said.

"We'll do the infrastructure part. We'll let you focus on the actual business," she said.

The most common misconception Carlsten said she has encountered in the business is that it's all about GPUs. She said the company does a lot more than just run GPUs.

"It's really about having a holistic system that a customer can use to do AI," she said.

Another rumbling that's taken over the tech company discourse is whether there's an AI bubble and if it will pop. Carlsten said that depends on how people go about defining the bubble.

Excitement in the sector means funding might be going into companies that may not prosper in the future, but this is something that happens with the arrival of new technologies, she said.

"Every time there is a transformational technology, this happens," she said. "Even if we assume that there is a bubble, that doesn't mean that the technology is not good. It also doesn't mean that the adoption of the technology is going to go away."

• Take-Two's CEO says his 13,000 employees share a collective goal: make the world's best entertainment.
• His philosophy to get there? A formulaic pay program aligned with that mission, empathetic listening, and direct CEO access.
• Take-Two Interactive is getting set to launch its hotly-anticipated GTA 6 in November.

Strauss Zelnick is relentlessly focused on making "the best entertainment on earth." There's no confusion about that mission among his employees, he said.

"I have 13,000 colleagues," the Take-Two Interactive CEO said at Business Insider's The Long Play event in New York City on Thursday. "100% of them can and will tell you exactly what I just said."

His management philosophy — "establish a mission, establish a strategy, and promulgate collective culture" — is about to get its biggest test in years.

Take-Two is the publisher behind popular games like "Red Dead Redemption" and "NBA 2K," and, on November 19, they'll launch a new "Grand Theft Auto." The wildly popular series hasn't had a new mainline installment since 2013 and has delayed its launch twice in an effort to meet the studio's exacting standards. GTA 6 is central to Take-Two's forecast for at least $8 billion in net bookings for fiscal 2027.

Zelnick has run the company since 2007. To align employee incentives with Take-Two's big expectations, he believes compensation should be based on a formula aligned with the company's mission — not left to manager discretion.

"I personally believe that discretionary compensation programs are toxic," he said, adding that they create "politics and get you the wrong results, especially over time."

"So, we're all formulaic," he said. "You perform, the company performs — you get paid. You perform, the company doesn't perform — you don't get paid. Company performs, you don't perform — if you still have your job, you get paid."

Zelnick also said he has no chief of staff, is available on Slack 24/7, and shares his cellphone number with employees.

"If you're not president of the United States, you have no reason to have a chief of staff," he said.

That doesn't mean he will swoop in and override an employee's manager, said Zelnick, who considers himself an empathetic listener. He said workers should feel heard — and that he will try to help them solve a problem.

Still, he doesn't believe his formula at Take-Two is necessarily the right approach for every leader.

"Leadership comes in all flavors," he said. "You have to be your own kind of leader, and I don't think anyone should adopt my skills, because you're not me."

Media titan Barry Diller, the chairman of publishing empire IAC, has built and rebuilt his career more than most executives, from network television to Hollywood studios to the earliest internet empires.

As part of Business Insider's The Long Play, Diller talked to Peter Kafka, Business Insider's chief correspondent covering media and technology, about what successful businesses require: good timing, nerve, and the willingness to walk away from what's working.

During this conversation, titled "The Art of the Comeback: A Masterclass on Resilience," Diller shares his perspectives on AI adoption. He also talks about why his MGM Resorts deal fell apart and how he's leveraging legacy print publications like Southern Living to create new revenue streams.

The 84-year-old media and tech exec told Kafka he wants to keep working as long as he can be engaged and useful.

• Strauss Zelnick, the CEO of Take-Two Interactive, said he prefers working out to playing video games.
• He is a longevity buff, deep into fitness and anti-aging habits.
• In a candid conversation with Business Insider, he said skip the peptides, and try these 7 things instead.

Media mogul Strauss Zelnick spends his days hyper-focused on making the most creative, innovative, best video games in the world.

As the CEO and Chairman of video game-maker Take-Two Interactive, he's readying to release Grand Theft Auto 6 next month.

At home though, he doesn't play games. He prefers to spend his time working out and staying healthy for a long time.

At Business Insider's "The Long Play" event on Thursday, Zelnick said his formula for healthy aging is both simple and effective.

While he calls biohacker Bryan Johnson, the man behind the "Don't Die" movement, a friend, he said trying to live forever is a pretty silly strategy.

"There's almost no evidence that anything anyone is doing will increase your lifespan," he told Business Insider's Senior Leadership & Workplace Correspondent, Sarah Needleman. "How many of us really want to increase our lifespan from like 96 to 101? Look, that is not on my bucket list, thank you very much."

Instead, Zelnick, who wrote a book on "Becoming Ageless" in 2018, focuses on the same core behaviors for "taking care of yourself" that longevity experts around the world swear by for maintaining health and happiness for the long haul.

1: Do not smoke

"Smoking is the factor most highly correlated with a short, unhealthy, and frankly, unhappy life," Zelnick said. "Don't smoke."

2: Don't abuse alcohol and drugs

These lead to "a bad old age, or no old age," he said.

3: Get some exercise

Zelnick said: "You don't have to do what I do," with 6 a.m. wakeup calls for group training sessions, or twice-a-day workouts.

"I do what I do because I love it, it's my passion," he said. "If you walk 30 minutes a day, four or five days a week — just walk — you're like 80% of the way there."

4: Eat a "responsible" diet

Zelnick says he doesn't have an "insanely healthy diet," but he tries to maintain some balance. "I eat a lot of vegetables and salads and protein — I also like sweets, and I do eat carbs."

5: Sleep at least 7 hours a day

Zelnick says he treats this as a non-negotiable for his business.

"If you're getting less than six hours, you're making bad decisions," he said.

6: Have "some kind of emotional or spiritual life"

Longevity experts stress this is key for mental health, and establishing a sense of purpose in the world.

7: Find community

Zelnick said it's critical to get support from "people who love you."

8: Skip overhyped health hacks

Zelnick says don't waste your time with all the overhyped, unproven health hacks.

"All the other stuff, like, peptides? A: No," he said. "We have an FDA for a reason. Don't take something that is not double-blind tested."

And, he said, be careful with some of the internet's most famous longevity gurus. He name-checked controversial Harvard professor David Sinclair, who has made bold promises about the anti-aging effects of unproven supplements, including resveratrol, a plant polyphenol found in grapes and red wine, and NMN, which is a precursor to NAD, the vital coenzyme that's in every cell of our body.

"A medical doctor actually is a degree: M-D, an MD degree," Zelnick said. "Not a David Sinclair degree, he is not actually a doctor."

As Gotham FC's governor and lead owner, Carolyn Tisch Blodgett is capitalizing on the moment: she's turning a championship soccer club into a breakout New York brand with the reach, relevance, and staying power to lead the next era of sports.

Tisch Blodgett — shared her approach to investing in women's athletics, including leveraging fandoms and AI technologies, as part of Business Insider's The Long Play.

Interviewed by Nathan McAlone, Business Insider's deputy editor covering media and advertising, Tisch Blodgett said that her marketing background has been invaluable for building strategy in the business of sports.

• Carolyn Tisch Blodgett, a co-owner of the New York Giants and Gotham FC, is using AI to cut costs.
• "There's a lot of parts of a sports team that are just expensive to operate," Tisch Blodgett said.
• Tisch Blodgett shared how she's turned around Gotham FC at Business Insider's The Long Play.

New York Giants and Gotham FC co-owner Carolyn Tisch Blodgett is betting on AI to transform women's sports into a major moneymaker.

"If AI can make you more efficient, that totally changes where women's sports can go," Tisch Blodgett said at Business Insider's The Long Play event on Thursday afternoon.

Tisch Blodgett, who's the lead owner of Gotham FC in the National Women's Soccer League, sees AI as a way to reduce the costs of running a sports business without cutting corners.

"There's a lot of parts of a sports team that are just expensive to operate. It's expensive to operate a stadium, it's expensive to operate a ticketing team, expensive to operate a marketing team," Tisch Blodgett said.

Those struggles are heightened for women's sports, which historically haven't gotten the same level of investment as men's sports.

"The revenue was not high enough to really justify building out an entire business team, and the business model just didn't really work," Tisch Blodgett said of women's sports.

Tisch Blodgett made a name for herself by starting sports-focused venture capital firm Next 3, which has invested in Gotham FC, the Los Angeles Golf Club in golf league TGL, Premier Lacrosse League, and lottery ticket site Jackpot.com.

The Gotham FC owner has had a front-row seat to running sports since she was a kid: Her family bought half of the NFL's New York Giants in 1991. The Tisch family runs Loews Corporation, a hotel and insurance conglomerate worth about $22.9 billion.

Under the Tisch's ownership, the Giants have won two Super Bowls. Tisch Blodgett has already matched that title count in the three years she's owned Gotham FC — though building a winner hasn't been easy.

Building a champion by gathering feedback

Tisch Blodgett felt firsthand the challenges that women's sports teams face after taking over Gotham FC in 2023. The New York-based team had talent, as it went on to bring home its first title months later.

But success on the pitch hadn't translated to a winning business. Gotham FC didn't have its own business office when Tisch Blodgett took over, and players shared a practice field with a club team of 16-year-old boys.

While Gotham FC had "a great product on the field," Tisch Blodgett said, "attendance was really low" due to a lack of awareness.

"It was clear that the people that came really liked it, but it was very small," Tisch Blodgett said of Gotham FC's fanbase in 2023.

Tisch Blodgett has since flipped the script. This July, Gotham FC sold out Citi Field in Queens, drawing over 42,000 fans in what she said was the biggest women's sports event ever in New York City.

Gotham FC announced in July that it would call Queens home starting in 2028 — a major upgrade from its current stadium in Harrison, New Jersey, which is difficult to reach from New York City by public transit.

One key to Gotham FC's success has been gathering feedback. Tisch Blodgett, who led marketing for fitness giant Peloton before starting Next 3, said learning from fans "makes the whole business smarter" and has been crucial to the soccer club's growth.

"Fan feedback is incredibly important to me — it's how we run our organization," Tisch Blodgett said. "After every game, we send out a survey to every person that attended, essentially saying, 'Did you like it? Would you recommend it to a friend?'"

Gotham FC's Net Promoter Score — which measures how likely customers are to recommend the brand to a friend — rivals Apple, Tisch Blodgett said.

"It makes every person in the organization understand what we're building towards in a much more efficient way," Tisch Blodgett said.

Cristina Junqueira helped build Brazilian fintech player Nubank into one of the world's largest digital financial services platforms.

Now, as she leads Nu's emerging US business, she is taking on its biggest challenge yet: breaking into America's crowded banking market.

As part of Business Insider's The Long Play, Junqueira sat down with Dan DeFrancesco, executive editor and anchor of Business Insider Today, to share her insights on how to build trust and scale in banking, like leaning into convenience through digital banking products.

During the discussion, called "Building a Global Challenger," Junqueira also talked about her plan to take on incumbents in retail banking.

• Barry Diller isn't ready to slow down.
• The 84-year-old media and tech exec says he wants to keep working as long as he can be engaged and useful.
• Diller says he isn't focused on his legacy. He says it's "boring" to look backward.

He may have run Paramount, built the Fox television network, and just pulled a buyout offer for MGM Resorts, but media and tech executive Barry Diller says he's not done yet.

He has a "motor inside" that just won't stop, Diller said Thursday at Business Insider's The Long Play in New York.

"I'm still curious," he told Peter Kafka, BI's chief correspondent. "If I can be engaged and hopefully be useful, then OK."

"At some point, someone will tell me in some masterful way, either it's over or, in another way, it will be over," he said, alluding to the final bow. "I will either pay attention, or not, and they will drag me out to the heap."

Diller's desire to keep leading companies means staying on top of major technological changes, such as AI.

"I am, at any point, ready to change my mind based on events of that moment," he said. "I don't think whatever the past process is should educate that," he said.

At People Inc., Diller has overseen multiple strategy shifts. The company is evolving from print to a digital business, and like other publishers, it's had to adjust to significant Google traffic declines.

On Thursday, People Inc. laid off 195 workers, according to a memo from its CEO, Neil Vogel, which Business Insider viewed. The company cut workers from its "print and legacy web businesses," while adding hundreds of staffers in other business areas that it hopes to grow, the memo said.

Diller told Kafka that People's layoffs were a sign that its print business was in a "steady kind of decline," and that it was shifting its workforce to focus on new business priorities.

Diller's time isn't solely focused on business: He's also worked on various public-interest projects, such as developing New York's High Line and Little Island alongside his wife, Diane von Fürstenberg.

On Thursday, he teased a coming project for Los Angeles, too, but wouldn't reveal details.

Despite taking joy in seeing satisfied attendees at Little Island on the Hudson River, Diller said he's not focused on his public legacy.

"I don't do legacy," he told Kafka. "If you say legacy, it kind of means all you're doing is looking backward, and that's just boring to me."

• Nubank's US CEO joined Business Insider's The Long Play to discuss the bank's expansion into the US.
• The company looks to simplify banking with a digital-first fintech approach.
• US CEO Cristina Junqueira focuses on building trust through credit options and brand building.

Nubank is the largest digital bank in Latin America — now it's turning its eyes towards the US.

Cristina Junqueira, the co-founder and US CEO of Nubank, sat down with Dan DeFrancesco, executive editor and anchor of Business Insider Today, at Business Insider's The Long Play, to talk about the digital bank's expansion on Thursday.

How it began

Since its founding in 2013, the fintech bank has pushed for financial inclusivity in Latin America by providing access to banking and financial services through its mobile app. Headquartered in Junqueira's home country of Brazil, the simple, low-cost, and digital-first approach discarded the need for physical banks, which are at times harder to reach in parts of Latin America — a key part of its success in the region.

It all started with a purple credit card with no fees.

"We had this vision that data, design, technology, completely transforms people's relationship with money," she said.

Junqueira previously worked as an executive at Itaú Unibanco, the largest private-sector financial giant in the region, also headquartered in Brazil and now a direct competitor of Nubank. Today, it is the largest company in Brazil based on primary banking relationships, and two-thirds of the country's adult population are customers, she said.

Entering the US market

The digital bank is set to expand into the US after opening a branch in September, operating under the name Nu. This comes after expansion into Mexico and Colombia in 2021.

"We always saw the thesis as a global one," she said. "Everywhere in the world, people want more convenience. People want more transparency. People want simpler experiences managing their finances. People still get like paralyzed by complexity through their financial lives."

Entering America's crowded banking sector is a risk — but for Junqueira, entering no country goes without risk.

"The US is a very hard market, but I haven't found easy ones either," she said. "Building a bank is hard everywhere, so you might as well go for the biggest payout."

In the US, she said getting a bank account is still "surprisingly hard" and normally requires you to go to a physical branch, while Nu offers an easier alternative to that, she said. Foreign digital-first banks have tried to bring their platforms to the US before and failed. German fintech N26 and UK fintech Monzo both tried to expand their businesses to the US, and ultimately withdrew from the market.

The American consumer is unique, which is why Junqueira aims to take a different approach than her competitors to earn trust and scale the platform. She said most other companies started with debit cards, while Nubank is the first to start with credit cards.

Starting people out with a debit card "requires you to build a lot of trust with those customers because you're asking them to deposit their money with you," she said. "In our case, all the countries that we started, we started with credit. This is a very different relationship because you're the one trusting the consumers," she said.

Some Latin American immigrants who already live in the US are responding positively to Nu as it enters the market.

"I've been positively surprised not only by the amount of people, sure, but Brazilians, Mexicans, and others are here and have been waiting for this," she said.

Junqueira also pointed to emerging AI technology and how it could impact the company and the banking sector. She said the company is "heavily leveraging AI," integrating it in credit underwriting, customer support, and product development.

Brazil's presidential election on Sunday made headlines as President Luiz Inácio Lula da Silva unexpectedly won a runoff against Flávio Bolsonaro, who fled the country to the US after he was under investigation for alleged corruption and money laundering. When asked about how she reacted to the big market sell-off in response, Junqueira said volatility is part of operating in a country like Brazil, but having 13 years of experience in the country has helped them learn they are going to run the company for the long run.

"We got to focus on the fundamentals, and the reality is, last quarter we turned over a billion dollars in net income," she said. "Markets don't like surprises, right? But we manage our business regardless of what happens."

Building a brand

The founder said one of the hardest things Nu will have to do in the US is build a brand that connects with users on an "emotional" level. Junqueira's dream scenario, five years from now, is to find evidence of that connection in the US.

One of the ways Nubank is attempting to spread its brand is through a recently signed deal with the Mercedes F1 team. Junqueira pointed to fans' passion for specific teams, as they follow the championship around the world, which was part of why they wanted to take part.

"We got a lot of visibility out of that, and we're working with them on brand activations," she said. "We're producing very interesting activations for consumers that help us amplify the branding fast, and that really help us bring this partnership to life."

Another huge part of the digital bank's brand is gender equality. In 2021, Nubank set a goal for 50% of Nubank's leadership to be women by 2025. Junqueira said today that the company's workforce is over 45% women, with many in leadership positions. In the four countries where they operate, all top leaders are women. Junqueira said the biggest challenge of being an executive while raising a family is not having the flexibility to juggle the demands of both roles.

"The reality is, as hard as we have to work, I think the hardest part is not having enough flexibility," she said. "It has been wonderful for us to have that type of opportunity, for us to really be able to tap into this part of the workforce that often struggles to have this type of career opportunity."

Correction — October 29, 2026: An earlier version of this article misstated Junqueira's title; she is the co-founder and CEO of US Nubank. The article also has been updated to note that the top leaders in the four countries where Nubank operates are women.

• Barry Diller says he tried to buy all of MGM because real-world experiences like a trip to Las Vegas are a strong hedge against AI.
• He said the deal fell apart because he didn't want to take on debt or raise money from third parties.
• Diller spoke to Chief Correspondent Peter Kafka at Business Insider's The Long Play.

Media mogul Barry Diller thinks businesses that operate in the real world have a strong protective moat against AI.

That was the inspiration for his company People Inc.'s June bid for MGM Resorts International's casino and hotel business, which he called "forever assets."

As some consumers turn to AI chatbots to complete tasks like buying plane tickets or managing subscriptions, digital-only businesses could get boxed out. That creates real risks for internet brands like Expedia Inc., where Diller is an investor and board member. It's less of a problem for companies whose businesses exist in the real world, he said.

Nothing is going to replace Las Vegas, Diller said — and no one's going to buy another one. Gaming is only part of the equation, he said.

"No disintermediation is coming between a person who wants to go to a place, and that place," he said, speaking to BI's Chief Correspondent Peter Kafka at Business Insider's The Long Play event in New York on Thursday.

People Inc. first took a 27% stake in MGM in 2020. The company, which operates magazines such as Food & Wine, People, and Southern Living, later offered to buy the Las Vegas brand outright in June but withdrew its bid in September.

Diller said the deal fell apart after he became uncomfortable with the proposed structure, which involved taking on debt and asking third parties for money.

MGM later offered to buy People Inc. instead, but told investors on Wednesday that it had shelved the plan. Diller said it was "highly unlikely" that MGM was interested in People's magazine assets, but rather it had hoped to buy back People's MGM shares.

People remains MGM's largest investor, though it has agreed not to buy more than a 29.9% stake in the company and to vote with MGM's board in connection with a change-of-control transaction.

People, which, beyond its magazine portfolio, also owns stakes in The Daily Beast and the car-rental company Turo, laid off 195 workers on Thursday, per a memo from CEO Neil Vogel, which Business Insider viewed. The vast majority of impacted staffers worked on its "print and legacy web businesses," the memo said. The company has "added 320 new employees so far in 2026," it said.

Diller told Kafka that the layoffs were a sign of a healthy company that has a profitable print business in a "steady kind of decline."

"We've been transferring out people in these legacy businesses and transferring in people to do the new work," he said.

Diller is a longtime media operator. He served as chairman and CEO of Paramount Pictures in the 1970s and 80s, before joining Fox Inc. and helping to start Fox Broadcasting with Rupert Murdoch in the mid-1980s. He then worked at QVC before serving as CEO of IAC and taking on roles at Expedia Group. He is on the board of directors at MGM.

• Telehealth company Ro is launching an AI agent trained on customer data.
• The agent can recommend prescription changes, schedule deliveries, or write memos to a doctor.
• Eventually, Ro hopes to make it a "quarterback" for care. Will it improve outcomes?

Wouldn't it be great if we all had a little, digital minion handling all the small back-and forth chores of our medical care?

On Thursday, Ro is officially announcing the launch of its new AI health agent, designed to do more than a health inquiry on ChatGPT. It's the latest in a long lineup of healthcare agents — from insurers, telehealth providers, electronic health record systems, and regular chatbots — promising to cut down patient wait times, increase access to care, and improve personalized health recommendations with AI.

Ro CEO and co-founder Zach Reitano gave Business Insider an exclusive preview of Ro's new agent, called Robin, showing us how the tool could be used to perform routine tasks like managing side effects, meal planning, or making medication changes.

A founder's mission: disrupt healthcare delivery with AI agents

Reitano said this isn't just about making life more convenient for Ro's current subscribers, though that is the starting point. His long-term goal is to identify pain points where Ro customers need to seek out specialists for common conditions or prescriptions, then start offering more and more of that care in-house, becoming your go-to "quarterback" for the entire American healthcare system.

"I think it's very unlikely to me that one provider or one system handles 100% of someone's care, but I do think it is quite likely that there is one place in someone's life that serves as that quarterback and helps them navigate the rest of the healthcare system," he said. "We hope to be able to just continue to increase those concentric circles, where instead of saying you might be better suited outside of the Ro ecosystem, we would want you to be better suited in it."

When I asked him if his "ultimate goal" is to become a full-service virtual clinic, he said yeah, that's the hope.

For now, Ro's AI agent uses information that's already stored in the app, including notes from doctors, patient feedback, prescriptions, and Apple Health data to try to personalize recommendations for medication changes, dosing tweaks, or habits that might improve side effects.

It's meant to be more instinctively knowledgeable about your health than ChatGPT — requiring less prompting or uploading health data, since it already has information about patients on file. It can suggest a change in medication, and then go ahead and write a first draft of a note to your doctor, if you want it to.

"The underlying premise is: If I have your underlying health information, I can provide more informed and better things, better recommendations," telehealth researcher Dr. Ateev Mehrotra, chair of the health policy department at Brown University, said.

Only issue is, we don't yet know if that's true.

"People are giving up a lot of data for this, and so you really have to say that it truly is going to give you something," Mehrota added. "It sounds cool in theory, I'm not saying it's a bad idea. I would love some evidence before millions of Americans start doing this."

Personally, Mehrotra says he'd be much more likely to try out one of the AI agents embedded into an official electronic health record system, which has access to everything he's told his regular doctors and specialists within a specific hospital system and which — critically — has to abide by strict privacy rules. (Business Insider did not see Ro's privacy policy for Robin.)

"My health system doesn't have the weird financial incentives that we're worried about with Ro," he said. "More data, less financial incentives, I might use that."

Reitano says ultimately, it's not in his company's interests to go after short-term profits at the expense of a good patient experience.

"We fight for patients, and we serve you, and if we don't, then we go out of business," he said.