• Halloween is the busiest day for Uber and Lyft drivers.
• Lyft's CEO called it "our biggest day" in 2025.
• It can be a lucrative day for gig workers — if they can stand rowdy passengers.

The busiest day of the year for Uber and Lyft drivers is almost here.

While you might guess that New Year's Eve or St. Patrick's Day would draw the most rider demand as people go out partying, Halloween actually wins the prize for ride-hailing drivers in the US, according to ride volume data and comments from executives.

The culmination of spooky season is likely to be big again this year, with Halloween falling on a Saturday, giving people more time to party — and creating more demand for rides.

Last year, the most ride-hailing trips occurred on October 31, according to Gridwise, a data analytics company. Ride volumes were 23% higher than median rideshare volume for the year, adjusted for day of the week and quarterly seasonal variation, Gridwise said.

The next-busiest days were November 1 and July 3, the day before Independence Day. Ride-hailing volumes were about 20% above the median on each day, Gridwise said. The day after Halloween may be big because rides run late into the night.

Halloween kicks off the busiest season of the year for Uber and Lyft. Besides getting a ride home from Halloween parties, riders also request trips to the airport for flights home around Thanksgiving and Christmas.

Earlier this month, Uber offered some drivers hundreds of dollars in bonuses for driving more — a potential sign that the company needs more drivers working as ride demand ramps up.

For Lyft, Halloween 2025 was "our biggest day" and "our biggest week, and not by a little bit," CEO David Risher said a few days after Halloween 2025 on an earnings call last November.

A company spokesperson declined to say how many trips Lyft drivers completed on Halloween but said that it amounted to "millions of rides."

Uber, meanwhile, "hit a new record over Halloween weekend" in 2025, with about 130 million ride-hailing and delivery trips worth $2 billion, CEO Dara Khosrowshahi said on an earnings call last November.

While lucrative, working on Halloween also comes with risks for drivers.

Raymundo Rodriguez, who drives for Uber on the island of Oahu in Hawaii, said he started driving for the app around Halloween two years ago.

There were plenty of riders, he said, but some trips involved dealing with rowdy or drunk passengers. Costumes can also pose risks: One rider dressed as a stripper left glitter on the black leather seats of his car after she got out — a mess that Rodriguez said he had to clean up himself.

This year, Rodriguez said, he's planning to skip driving for the app and take his kids trick-or-treating.

"I don't want nobody throwing up in my car," he said.

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• 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.

Sparire improvvisamente da una relazione oppure tenere in “panchina” una persona come possibile alternativa. Nell’epoca delle relazioni sentimentali fluide, si moltiplicano ormai termini per definire queste situazioni: ghosting, breadcrumbing, situationship, love bombing, benching, orbiting e zombing. Ma di cosa si parla esattamente? Una recente ricerca di Unobravo, servizio di psicologia online e piattaforma italiana di supporto psicologico, realizzata su 1.670 adulti italiani, ha fotografato questo fenomeno. Ed è emerso per esempio che il 66% degli intervistati considera ormai comuni fenomeni come il ghosting, interrompere improvvisamente ogni comunicazione senza spiegazioni; oppure il benching, ossia tenere una persona “in panchina”, come possibile alternativa, senza investire davvero nel rapporto. E non finisce qui.

Nella lista di ciò che viene vissuta come possibilità ci sono anche situazioni come l’orbiting, interrompere la relazione ma continuare a essere presenti sui social dell’altro, visualizzando storie o mettendo like; o il zombing, caratterizzato dal ricomparire dopo essere spariti, spesso senza spiegare il precedente allontanamento.

Per complicare ulteriormente il quadro generale delle relazioni affettive, dalla ricerca emerge che ci esistono ancora altre tipologie. Come la situationship, cioè una relazione affettiva o sessuale senza una definizione condivisa (20%); lo slow fading, l’allontanamento progressivo senza una vera comunicazione (19%); i mixed signals, i segnali contraddittori (18%). Seguono il love bombing, caratterizzato da un’intensa fase iniziale di attenzioni che può essere seguita da un brusco cambiamento (16%); il breadcrumbing, mantenere l’interesse verso l’altro/a attraverso piccoli segnali senza un reale investimento nella relazione (14%).

Le conseguenze di tutto questo non sono soltanto sentimentali: il 24% dice di essere diventato più prudente nei confronti dei nuovi partner e il 19% di avere maggiore difficoltà a fidarsi; mentre il 13% arriva a chiedersi se abbia fatto qualcosa di sbagliato.

Di fatto, nei giovani tra i 18 e 24 anni queste esperienze risultano ancora più frequenti: il ghosting arriva al 35% e la situationship al 32%.

Un quadro generale che porta a domandarsi se siamo davvero diventati più incapaci di costruire relazioni o forse, stiamo trovando nuovi nomi per comportamenti che sono sempre esistiti. In realtà, “Questi dati non dimostrano che sappiamo amare meno – spiega al FattoQuotidiano.it Sabina Fasoli, psicoterapeuta e sessuologa – I nuovi nomi descrivono anche dinamiche già note, oggi presenti nei contatti digitali. Se il digitale offre nuovi modi per entrare in contatto, può spingere anche a sottrarsi al confronto. Portiamo nelle relazioni ciò che abbiamo imparato nella nostra storia, dentro un contesto che cambia. L’intimità richiede di esporsi e sentirsi ascoltati: il punto è come si costruisce reciprocità”.

L'articolo Ghosting, benching, situationship: perché le relazioni sentimentali sono diventate così complicate? La psicoterapeuta avverte: “Si spendono troppe energie a decifrare l’altro” proviene da Il Fatto Quotidiano.

Dopo il divieto social per i minori approvato dalla Grecia, primo paese in Europa a varare il ban, arriva lo stop di Bruxelles. “La Commissione ha deciso di rinviare di 12 mesi qualsiasi progetto di legge nazionale che si sovrapponga alle future norme armonizzate, ritenendolo fondamentale per evitare una frammentazione del nostro mercato interno”, ha dichiarato Thomas Regnier, portavoce della Commissione Ue. “Per salvaguardare il lavoro dei nostri co-legislatori, dobbiamo ora concentrarci sui negoziati relativi all’EU Kids Act e garantire un’efficace applicazione delle nostre norme”, ha aggiunto il funzionario di Bruxelles. Come effetto del rinvio, l’avvocato Stefano Bertone e Antonio Affinita (Moige) indicano i rischi sulla salute pubblica, ricordando la sanzione inflitta a Meta dal tribunale del New Mexico.

In attesa del provvedimento europeo per proteggere i più giovani, Regnier ha citato il Digital service act come strumento di tutela. Il portavoce della Commissione ha lanciato lo stop alle cancellerie del Vecchio Continente esprimendo il parere di Bruxelles sulla proposta di legge austriaca, con il ban previsto fino a 14 anni. La decisione del rinvio si ripercuote anche sull’Italia. Pochi giorni fa la presidenza del Consiglio dei ministri aveva lasciato trapelare sulle pagine di Repubblica la linea di Giorgia Meloni. La premier “non è contraria o ostile” al divieto per i giovanissimi. Tuttavia mai hai espresso il suo favore esplicito verso il ban dai social network, contenuto nel disegno di legge 1136, fermo da oltre un anno in attesa dei pareri del governo, ma con il via libera incassato proprio dall’Europa. Fratelli d’Italia, con Lavinia Mennuni, aveva esortato il Parlamento ad approvare il provvedimento, anche un emendamento per tutelare i giovani. Invito subito raccolto dal Partito democratico e Italia Viva. Ma ora il progetto bipartisan potrebbe arenarsi, dopo la decisione annunciata da Bruxelles.

Il portavoce Ue ha indicato l’Italia tra gli Stati che hanno già notificato le proprie leggi alla Commissione, insieme a Slovenia, Belgio e Francia. “Il lavoro è in corso”, ha detto Regnier, precisando che “questo non cambierà la nostra posizione di base: non frammenteremo il nostro mercato interno. Se lo si fa, con età diverse e leggi diverse nei vari Stati membri, diventa quasi impossibile far rispettare le norme”. La Commissione europea punta ora ad approvare la sua proposta di regolamento battezzata Kids act, accelerando il trilogo dei negoziati con Consiglio e Parlamento europeo.

Il divieto social è fortemente sostenuto dalle associazioni delle famiglie promotrici della class action contro Meta e TikTok, per i possibili danni ai minori. Tra le sigle c’è il Moige, Movimento genitori italiani. Il direttore generale Antonio Affinita, interpellato da ilfattoquotidiano.it esprime stupore per la mossa di Bruxelles: “Molto grave lo stop al divieto, si tratta di una ingerenza nelle politiche sulla salute pubblica degli Stati membri, un tema su cui gli i governi nazionali restano sovrani. Di fatto è impedito di legiferare in attesa di un provvedimento europeo”, ha dichiarato Affinita. “Del resto siamo perplessi sul Kids act, a partire dalla soglia troppo bassa fissata a 13 anni, come è già ora”, conclude il direttore generale. Il Moige aveva elencato 8 profili critici del provvedimento in discussione a Bruxelles, per tutelare i giovani dalle conseguenze dei social network. Ad esempio, l’assenza di responsabilità economica, penale e civile per i danni che un minore può subire. Oppure il parental control, eludibile, difficile da comprendere per i non esperti e interamente a carico dei genitori. I limiti di sicurezza da imporre alle piattaforme, secondo il Moige, troppo lasco e senza garanzie concrete. Infine, l’incertezza sulle sanzioni.

Anche l’avvocato Stefano Bertone, tra i legali del team della class action contro Meta e TikTok, si concentra sui rischi del rinvio di Bruxelles sulla salute pubblica: “La sopravvivenza e la salute mentale dell’età adolescenziale è una pretesa dell’oggi, non di dopodomani o tra 12 mesi”. L’avvocato ricorda il precedente legale negli Stati Uniti, con la maxi sanzione per i danni ai minori inflitta alla casa madre di Facebook e Instagram: la priorità è “evitare che si moltiplichino e aggravino anche da noi gli effetti di quella ‘tempesta’ che ha investito la salute mentale di milioni di adolescenti nel Nuovo Messico, come ha dichiarato il tribunale locale poche settimane fa, condannando Meta a quasi un miliardo di dollari di sanzioni”.

L'articolo Divieto social ai minori, stop della Commissione Ue: “Leggi nazionali rinviate per un anno, prima il nostro regolamento Kids act” proviene da Il Fatto Quotidiano.

• Today's tip to get better at work: Position yourself for a promotion by regularly making time to learn.
• PWC US CEO Paul Griggs started as an intern at the firm and said curiosity helped him rise to the C-suite.
• He suggests making a habit of researching questions you don't know the answer to.

Get better at: Climbing the ladder

Today's move

Paul Griggs started as an intern at PWC and now runs its US business. He said the same timeless advice that he followed early in his career applies to today's workers.

Griggs said employees who want to climb the ranks at work should get curious, even when they're not specifically asked to do something.

Why it works

Griggs said that the Benjamin Franklin quote, "Energy and persistence conquer all things," sums up what it takes to climb the corporate ladder. That means putting in the work when no one is looking.

He gave an example of two employees.

One of them leaves work on Friday and mentally clocks out to enjoy their weekend. The other one spends 20 minutes researching a problem they didn't know the answer to before carrying on with their plans.

That little bit of effort adds up, and, over time, this employee consistently shows up more prepared to conversations. They appear quicker at picking up concepts, they add more value, and, over time, they get more opportunities.

Try it today

Griggs said early in his career he worked with a colleague who brought a notebook to every meeting and jotted down anything he didn't understand.

You can try the same tactic. Start writing down the concepts and questions you want to learn more about, and get into the habit of spending a little extra time digging into them.

The bottom line

People notice when you put in the extra time to get better at your job. Getting in the habit of being naturally curious will help you stand out — especially in an era when information is so accessible.

Source

This insight is drawn from Business Insider's interview with PwC's US CEO Paul Griggs about how he went from intern to CEO. Read the full story by Ana Altchek here.

Has this habit helped you climb the ladder? Tell us what you think of this advice in the comments below.

Amazon warehouse workers used to spend much of their days walking, pushing carts through long aisles to manually retrieve customer orders from shelves.

Today, hundreds of "Hercules" robots do this instead, carrying towering yellow storage pods filled with inventory to employee workstations.

"I'd walk like 10 miles a day on average," said Mohammed Khan, who started as an entry-level picker 12 years ago and is now a senior manager at an Amazon warehouse in Tracy, California.

Amazon's robots "cut down all that walking time," he told Business Insider during a recent tour of the facility.

This site is ground zero for a wave of automation that's beginning to wash over the industry. The warehouse and logistics sectors have been powerful sources of job growth since Amazon kicked off the e-commerce revolution 30 years ago, as Business Insider's award-winning Warehouse Nation series revealed in 2022.

If robots automate many warehouse tasks, this powerful engine of job growth could grind to a halt, wiping out thousands of positions and countless opportunities for future workers.

Amazon says employees are being retrained to do more valuable work, such as managing and maintaining robots. Will these new jobs be enough to cover what might be lost? Or could we actually end up with more or better jobs?

Business Insider went looking for answers inside the giant facility in Tracy, a city in California's Central Valley where suburban neighborhoods give way to open farmland.

"Autonomous to an extent"

Across 1.4 million square feet — the equivalent of 23 football fields — robots with names like Hercules, Robin, Cardinal, Pegasus, and Proteus move inventory and sort packages. But they don't run the warehouse alone. Human workers still pick and pack orders, load trucks, and intervene when automated systems fail.

Jobs have not disappeared, but they're changing. Machines increasingly handle work that once required employees to walk miles and lift boxes, while workers monitor and troubleshoot them. The Tracy site employs more than 3,000, up from roughly 1,000 when it opened in 2023, an Amazon spokesperson told Business Insider.

"They're autonomous to an extent," Khan said of his robot counterparts. "They still need a lot of help and maintenance and oversight."

An Amazon spokesperson said rising customer demand drove the facility's workforce growth and that robots help workers process more packages safely and efficiently rather than simply replacing them.

Amazon's more automated, next-generation fulfillment centers are about 25% more productive and cut order-processing time by as much as 25%. And these sites support roughly 30% more skilled jobs in areas including reliability, maintenance, and engineering.

The "Quarterback" watches robots

One of the workers now doing that kind of job is Briana Brager.

She joined Amazon about two years ago as an entry-level employee after spending years caring for her family. She had no prior experience in a traditional workplace.

Today, she's a process assistant who helps oversee the warehouse's robotic systems. When a chute jams or a robot stops working, she coordinates the response to keep packages moving.

"The robots do a lot, but we still have to maintain them," she said.

Brager began as a picker before moving into a specialized role supporting robotic-floor operations. She got two weeks of intensive training, followed by additional job shadowing, to learn how to work safely around the equipment. Her current job is less physically demanding than her previous one, she said.

Her role is informally known as the "quarterback" position. She monitors fleets of robots and dispatches employees when a machine needs intervention.

"We call the shots," Brager said.

Meet Robin

At the Tracy warehouse, humans and robots move orders together from storage to the loading dock. Employees stow individual items in fabric inventory pods, which Hercules robots carry to pick stations. Workers retrieve the items, then pack and label them.

Robin, a large robotic arm, picks finished packages off a conveyor and places them on small Pegasus mobile robots. Pegasus carries the packages to staging areas alongside other orders headed to the same destination. Cardinal then loads the sorted orders into carts, and Proteus ferries the carts toward outbound trucks.

Khan, the warehouse manager, said workers performed Robin's task manually until a few years ago. They handled packages one at a time, checked them for damage, scanned them, and fed them into the sorting system. He estimated that one Robin can perform roughly the work of two to seven people doing that process manually.

Amazon said that when it introduces systems such as Robin, employees take on other work at the site, including operating robots, clearing jams, monitoring the robotic floor and quality control, and maintenance engineering.

Robots move the carts, too

Proteus offers a clear example of how these new warehouse jobs are taking shape. Amazon brought the robots to Tracy last year.

Unlike Hercules, which operates in fenced-off areas, Proteus can move through spaces shared with people. There are roughly 200 of the robots at the Tracy facility, Amazon said.

Before Proteus arrived, workers manually pushed carts filled with packages to the loading dock. Now the robots pick up full carts, carry them to staging areas near the dock, and retrieve empty carts for the return trip.

Some employees who once moved those carts now work as "ground-floor monitors," Amazon said. Instead of spending their shifts moving packages, they respond when a Proteus reports a fault. If the problem is simple, they can reset the robot; otherwise, human maintenance staff take over.

Some workers trained in these jobs have gone on to Amazon's mechatronics apprenticeship program, which can lead to more technical maintenance work.

When automation hits the "jackpot"

For all the robots moving through the Tracy warehouse, people remain essential when automation breaks down.

Amazon calls one such destination the "jackpot." When an item loses its routing information while moving through the facility, the automated system sends it to this area, which works a bit like a lost-and-found for packages.

Here, a human worker must determine where the wayward package belongs and return it to the correct flow. "It will require manual intervention," an Amazon representative said.

Other situations require human judgment, too. Products can fall from storage pods and inventory can be damaged or mislabeled. Packing individual products into boxes and loading them onto delivery vehicles are tasks that also remain heavily dependent on people.

This helps explain why even a highly automated Amazon warehouse still employs thousands of workers. The company said it needs people for new packing stations as well as roles across the facility that keep operations running safely and efficiently.

Current and future Tetris

By the time packages get to the loading dock at the Tracy facility, the robots are gone. At least for now.

A person loads each trailer. Amazon uses equipment that extends into the trailer and adjusts to a worker's height, reducing bending and back-and-forth walking. But workers still arrange the packages themselves, trying to fill the trailer to use as much of the space as possible.

"It's a lot of Tetris," one Amazon representative said.

Amazon is already exploring how to automate this task, though. As Business Insider previously reported, Project Tetromino aims to use AI and robotics to automate sorting and vehicle loading at delivery stations, where the work has long remained stubbornly manual.

But that vision remains a work in progress. Amazon's machines can carry shelves, sort packages, stack boxes, and move carts around people. Workers still pack orders, load trailers, perform quality checks, handle hiccups and exceptions, and keep the machines running when they fail.

For Amazon, the immediate payoff is not necessarily a warehouse with fewer people, but one where the same workforce can accomplish more. Tracy employs roughly the same number of people as a nearby Amazon facility with fewer robots, company officials said, but the Tracy location processes more volume.

Khan compared the technology to something far less futuristic: a calculator.

The robots streamline work that once consumed employees' time without necessarily eliminating the work itself, he said. "It's not that the amount of work has changed," he said. "It's how we approach it."

Asked whether robots could eventually replace more jobs, including his own, Khan did not try to predict the future.

"Who knows? That's not in our purview right now," he said. "But I would say roles are evolving, and that's the cool aspect about it."

Have a tip? Contact this reporter via email at ekim@businessinsider.com or Signal, Telegram, or WhatsApp at 650-942-3061. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

On Monday, in Yerevan, Armenia, Cuba presented its priorities for the conservation of biological diversity during the 17th Conference of the Parties (COP17) to the Convention on Biological Diversity. The conference, held from October 19 to 30, 2026, serves as the first review meeting on the implementation of the Kunming-Montreal Global Biodiversity Framework.

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Daimar Cánovas, Deputy Minister of Science, Technology and Environment (CITMA), highlighted that Cuba’s National Biodiversity Program—with a vision toward 2030—is aligned with the global agreement adopted at COP15 in 2022, which aims to halt and reverse biodiversity loss, with specific targets set for 2030 and long-term goals for 2050.

Cánovas González participated in an event titled “Yerevan Call for Positive Incentives for Biodiversity,” which also saw the launch of the Friends of Target 18 group and the “Biodiversity Financing Challenge,” held as part of the High-Level Segment of COP17.

The Deputy Minister explained that one of Cuba’s key environmental priorities is the need to reformulate economic and financial incentives that currently have a negative impact on biodiversity. The goal is to transform these into mechanisms that promote conservation, ecosystem restoration, and the sustainable use of natural resources.

In this context, the country has begun an assessment within the agricultural sector—a strategic sector, alongside mining, fisheries, and tourism—to evaluate incentives linked to Target 18 of the Kunming-Montreal Framework.

Cánovas also highlighted the process of greening the national banking system, an initiative promoted as a financial solution and supported by the Biodiversity Finance Initiative (BIOFIN). This initiative promotes the integration of environmental criteria into banking policies and products.

Identified opportunities include positive incentives linked to agroecology, the restoration of productive landscapes, the protection of coastal and marine ecosystems, agrotourism, and nature-based economic activities.

Furthermore, Cuba plans to promote credit lines for biodiversity, sustainable financial instruments, and support mechanisms for producers, cooperatives, MSMEs, and businesses that adopt practices compatible with the conservation and rational use of natural resources.

These actions will contribute to meeting the national targets of the National Biodiversity Program through 2030, as well as the commitments Cuba has made under the Kunming-Montreal Global Biodiversity Framework, while strengthening resource mobilization and financial sustainability.

The session was attended by the Executive Secretary of the Convention on Biological Diversity, Astrid Schomaker, and the President of COP17, Hambardzum Matevosyan—who serves as the Minister of Environment of Armenia—along with other officials from the host country.

• I'm 30 years old, but I look young and am often mistaken for being half my age.
• This has made it difficult for me to feel like I'm being taken seriously in professional settings.
• Oftentimes, when I apply for jobs or go to the office, I try to make myself look older.

"Have you just started studying?" a tall, smiling man in a suit asked me.

Although I was in a university building, I wasn't there as a student. I was struggling to find a conference room for a work-related meeting — one that, I soon realized, he was also attending. Of course he was.

"Oh, you just look so much younger," he said after he realized we were colleagues. Maybe it was a compliment, but it didn't feel like one to me.

I have countless examples of people perceiving me as half my age, from movie-theater cashiers trying to sell me children's tickets to police officers on the street asking me where my parents are.

There have been several times when I arrived at a youth support group for my job, but the receptionist assumed I was one of the teen clients. It doesn't exactly inspire confidence.

I'm 30, but between my youthful features and my 5-foot-1 height, I am often told I look like a teenager. Many people consider looking young a dream, and it's even a goal for skincare aficionados.

In reality, though, I believe it's made parts of my life — especially my professional life — considerably more difficult.

I've found it's tough to be taken seriously when you look half your age

I have several years of experience providing peer support for individuals with autism and ADHD; helping develop mental-health programs; and leading projects addressing issues faced by refugees, the LGBTQ+ community, and people with disabilities in several countries.

And yet, because of how I look, I still struggle with confidence and worry about being taken seriously at work.

Often, before I've even had the chance to properly introduce myself when interviewing for a job or meeting new people, I'm concerned my appearance has already shaped how I'm perceived.

Looking like a teen feels like an even bigger obstacle when I'm applying for higher-level and leadership roles, especially because most of the work I do involves peer support or management.

A manager is expected to be wise and knowledgeable — qualities not usually associated with youth. And in my field, a peer supporter is someone who has enough lived experience and training to help others navigate situations they have experienced firsthand.

But would a 70-year-old really take advice from someone who looks like their grandson? I don't know, but I do know that appearance and age aren't the same thing as experience.

I try to look older to be taken more seriously, but I wish I didn't have to

Over time, I've developed little tricks to try to avoid unwanted questions (or surprised reactions) about my age at interviews and at work.

Sometimes I wear platform shoes to appear taller or deliberately choose clothes that make me seem more mature — for example, wearing a plainer dark shirt rather than a colorful one, even though both would be equally appropriate for a meeting.

I also find myself consciously steering conversations with work colleagues toward things people associate with adulthood. I'm more likely to mention politics or current affairs than "The Hunger Games" or "Doctor Who," even on days when I would much prefer to chat about sci-fi than the news.

Sometimes I offer to show my ID as soon as I arrive for a job interview, hoping that "proving" my age will immediately change how potential employers perceive me.

In a perfect world, though, people would be judged in the workplace for their actual skills rather than their appearance and age, real or perceived. Age doesn't automatically come with wisdom, and youthfulness isn't equal to inexperience.

I've known teenage peer-support volunteers who were fantastic at their work, and I've also encountered professionals decades older than me who were far from the best in their field.

For now, though, I'm willing to play the game when I need to. I'll wear platform shoes, put away the "childish" T-shirts, and show my ID — whatever it takes to be taken seriously as a professional adult.

I miti dell’invisibilità e dell’anonimato online erano morti da tempo, ma non tutti lo avevano capito. I fatti recenti hanno confermato l’avvenuta sepoltura di certi sogni che per anni avevano accompagnato gli utenti di Internet, rasserenandoli nella perigliosa navigazione in Rete e distraendoli dalle insidie dei protocolli di comunicazione.

Lasciamo tracce in ogni istante della nostra vita digitale e chiunque è capace di raccogliere i sassolini che – come Pollicino – lasciamo cadere al nostro passaggio nell’intricata foresta del web, dei social e della messaggistica istantanea. A catturare le informazioni, che convergono su un determinato soggetto o che permettono di dare un nome o almeno un numero di telefono a Tizio o a Caio, non sono soltanto le realtà istituzionali preposte a garantirci la sicurezza e la democrazia.

I primi che mietono e incrociano quei dati sono i signori delle diverse piattaforme digitali di uso quotidiano, quelle che offrono ammalianti servizi gratuiti ripagandosi con la profilazione e la schedatura degli incauti utilizzatori. A ruota vengono le organizzazioni criminali che vogliono assicurarsi il controllo parallelo di qualunque contesto, così da trarne vantaggio per i più diversi obiettivi. Nella sequela di coltivatori diretti di piantagioni di dati ci sono anche gruppetti di curioso volontariato e anche singoli appassionati che si cimentano in una ginnastica da impiccioni che li porta a mostrare quanto sono bravi.

La liceità di certe iniziative è francamente discutibile, ma recentemente una esperienza di quel tipo si è rivelata di una certa utilità per l’identificazione di chi ha organizzato i raid che hanno messo a ferro e fuoco le nostre città.

A dare trasparenza alla composizione della presunta cabina di regia del Movimento 17 Ottobre è stata una operazione di doxxing messa in atto da un team di giovani tedeschi con evidenti simpatie viscerali di estrema destra. La circostanza ha mortificato la tradizione secondo la quale hacker e smanettoni fossero una delle colonne portanti dei centri sociali, ma i tempi cambiano e non c’è da stupirsi. Il doxxing, o doxing che scriver si voglia, è una tecnica che viene utilizzata per smascherare una persona, rendendola vulnerabile o ricattabile. Niente di nuovo, è naturale, ma in questo momento qualcosa di evidente attualità.

La filiale italiana del gruppo Der Einzige ha mostrato grande abilità nell’applicazione di questa metodologia di azione e da quel che si è visto ha saputo giocare tutte le carte che il contesto permette di sfruttare raccogliendo informazioni personali che risultano accessibili pubblicamente o che sono state protette con eccessiva superficialità.

Gli strumenti sono il banale monitoraggio dei nomi e dei nickname degli utenti presi di mira, il riscontro della loro presenza sui social, l’analisi di tutto quel che ruota attorno ad un determinato profilo (foto, geolocalizzazioni, relazioni…), l’utilizzo di software di scraping che automatizzano la raccolta di dati online, l’aggregazione e il riordino del materiale eterogeneo collezionato, l’eventuale uso di tecniche di phishing e in ultimo il ricorso a chi – broker di dati – può aver già dossierato questo o quel soggetto.

L’insieme di queste iniziative ha portato i baldanzosi giovanotti in virtuale camicia bruna a pubblicare su Telegram una serie di liste di soggetti che a diverso titolo avevano animato la chat di “17 Ottobre”. I numeri telefonici riportati in quegli elenchi hanno senza dubbio accelerato le operazioni di polizia. E tutto il resto è cronaca.

L'articolo Il ruolo del doxxing nello scovare la presunta cabina di regia del ‘Movimento 17 ottobre’ proviene da Il Fatto Quotidiano.

Antonella Elia, dopo i giorni di convalescenza in ospedale in seguito all’intervento per rimuovere un tumore, è tornata a casa ed è da lì che ha voluto condividere un messaggio sui propri canali social indirizzato ai suoi follower.

“Questa esperienza di malattia mi ha fatto sentire così vicina a tutti voi – amici che conosco fisicamente e amici virtuali – perché mi avete comunicato così tanto amore, tanto sostegno, tanta comprensione, tanto affetto che la mia esperienza di malattia mi ha allargato il cuore. Ammetto: ho bisogno di sentirmi amata. Voi direte: ‘Ce l’avrai qualcuno che ti ama’. Sicuramente, ma questo amore gigantesco di cui mi avete rimpito mi ha fatto sentire protetta e accudita” ha spiegato Elia nel suo videomessaggio.

“Spero di riuscire a comunicare qualcosa di vero, profondo e utile, non soltanto a me che ho goduto del privilegio del vostro amore, ma anche alle persone malate che stanno affrontando una situazione brutta, dolorosa, grave, l’esperienza della fragilità umana” ha poi proseguito la showgirl. “La fragilità umana è bellissima, è la cosa in cui io più credo: mostrare se stessi e la propria umiltà, la propria miseria, la propria precarietà perché proprio questo porta alla solidarietà all’empatia e all’amore” ha spiegato Elia.

L'articolo “La mia esperienza di malattia mi ha allargato il cuore. Ora sto meglio”: Antonella Elia torna a casa dopo l’intervento di rimozione del tumore proviene da Il Fatto Quotidiano.

• As a personal stylist for corporate clients, I've noticed more industries embracing jeans at work.
• I recommend selecting a dark-wash, wide-leg pair that closely resembles trousers.
• To elevate denim even further, I love pairing it with a pointed-toe heel and a simple belt.

Since the COVID-19 pandemic, the workplace has changed a lot, and so has what we wear to the office. As a personal stylist who works with corporate clients, I've noticed that many industries — though not all — have become more casual, with some embracing jeans as workwear.

Still, there's a fine line between looking casually professional and overly relaxed, even when jeans are part of the dress code.

Here are five easy ways to wear denim at work while still looking polished.

Choose a dark wash with a wide leg that closely resembles trousers.

When it comes to wearing jeans at a 9-to-5, I think a darker wash is always the best place to start, since it closely matches the color of a classic pair of dark trousers. Although black jeans can look professional, I prefer a dark-blue shade, as it still clearly reads as denim.

As for the fit, I love a wide-leg pair rather than a slimmer one because it gives the illusion of trousers while still maintaining a casual feel. This way, the look is still laid-back and comfortable, but the shape and color are more polished and professional.

Regarding the waist, I think individuals with shorter torsos should opt for a mid-to-low-rise jean, whereas those with longer torsos should reach for a higher-waisted alternative.

A textured top instantly elevates jeans.

I love a cozy sweater, but pairing one with jeans can make an entire outfit feel too casual.

To avoid this, I like to pair denim with a top that has some interest. Think texture, beautiful buttons, an interesting collar, or an actual blouse.

If you really want to wear a sweater, I recommend layering it with a cardigan in the same color. Having those two distinct elements instantly makes the denim feel more put-together and gives the outfit more intention.

When it comes to wearing jeans in the workplace, a belt is crucial.

One of the easiest ways to instantly make jeans feel more polished for the office is to add a belt.

I like to think of a belt as the jewelry for your pants. Similar to how a necklace, earrings, or a bracelet can complete an outfit, a belt adds the extra detail that shows careful thought went into the look.

Whether it's a classic leather version with a simple buckle or something with a little more personality, a belt is a great addition that can immediately transform a casual look into corporate attire.

Subtle texture adds a twist to classic denim.

Not all denim worn in the workplace needs to be a traditional solid wash. For example, I think jeans with painted designs, tonal patterns, and interesting finishes and textures — like stitching — add so much more interest to the look.

However, be careful with the styling of textured denim. I recommend keeping the rest of the outfit simple and letting the patterned jeans serve as the focal point.

Footwear can make or break the whole look.

When it comes to selecting the right shoes to wear with jeans, there's a careful balance between looking professional and too casual.

I always recommend wearing a ballet flat, a pointed-toe heel, or a bootie.

If you do want to wear a sneaker, I suggest a low-profile, less bulky option — so it still looks put together with the denim.

• Rick Nott has used AI to save himself a lot of tedious work as a wealth advisor.
• He said new AI products may help other advisors save time too, but they won't replace humans.
• Nott spoke to Business Insider about how he uses the technology to save him time now.

Rick Nott is a senior managing director and private wealth advisor at Santa Monica, California-based Angeles Wealth Management. He spoke to Business Insider about how he uses AI, and why he's excited and afraid when looking at AI-native financial planning platforms. The conversation has been edited for length and clarity.

When Claude first rolled out its solution for financial advisors, I felt fear and excitement. How complicated will it be? How will it work?

I'm not a software developer, but I have some basic tech skills. LLMs have allowed me to dig into coding, which I'd been avoiding learning because it's a lot of work. I know enough to know what I want, how it should look, and how to check the outputs, and now I can automate more of my process. AI has become the glue between the various systems we use and the different workflows we have.

I've shown some colleagues how I operate. One told me that I basically have another full-time employee's worth of output through the technology, by automating data collection processes and making it easier to analyze my clients' portfolios.

What AI unlocks

I started my career while still in college in the late 2000s doing data reporting work for a wealth firm. Between all of the software advisors use, there's a lot of manual work, typically done in Excel, to connect it together.

Previously, I could only provide balance sheet reporting for clients with more than $100 million because it took so much manual work. Now I can do it with someone with significantly less.

As a family's net worth grows, so does complexity. For many, understanding their overall financial system is their biggest pain point.

Banks and brokerage accounts are the easy part, but trusts, business ownership structures, and private investments, which all report differently and require cash on hand to make capital calls, can take huge amounts of manual work to analyze.

Imagine a wealth advisory business serving 30 families, each holding about 10 private investments. Each investment generates about 10 documents a year, including quarterly reports, capital calls, distribution notices, and tax documents. Each of these 3,000 documents takes a skilled analyst 15 to 30 minutes to analyze and distill into our reports.

That's 750 to 1,500 hours a year, most of it crammed into the few weeks after each quarter closes. With AI, that data is extracted and mapped as it arrives, and one analyst reviews the work instead of a team racing against a deadline.

Our goal is to create a one-page document or report on their phone that's as close to real-time as possible.

There's a lot you can do with all of your data in one place. For example, a two- or three-sentence prompt could expand into a full email to a client, with all relevant and accurate information already populated. You can then personalize that to fit the right tone for your client.

How AI changes the job

AI tools like Claude for financial advisors will be disruptive, and others will gain access to the same connectivity I've built.

I think of it as part of a dynamic that's been going on for years in my industry. Vanguard, ETFs, lower costs, and robo-advisors have all put a squeeze on financial advisors.

But if you believe a lawyer's only job is writing contracts, or a financial advisor's only job is putting together a portfolio, there's a fundamental kind of misunderstanding of what the actual job is.

As long as investing involves human judgment, financial advisors will have a job. AI doesn't improve investment decisions or results.

I tell my clients that my role is to be the architect of their financial operating system, and, as with an actual operating system, a centralized source of data is essential.

When you have a big-picture view of what your family's mission is, you can avoid getting distracted by market noise and news. From there, you can go a layer down to make strategic plans and ask if we're moving in the right direction, and what opportunities we may have. Another layer down, we work with a CPA to save money on taxes.

A full picture of a balance sheet makes it possible to actually know what liquidity you have available. Now I can spend more time developing relationships, the thing that runs our business. I get to know anything and everything about the clients I'm working with and those I'd like to work with.

The future of financial advisors and AI

I have a natural excitement around tech, and watching the Anthropic webinar was incredible. My main concern is that it's not a subscription-based plan; it's token-based, which could lead to surprise bills for users who don't yet know how to manage their token usage.

At small RIAs without the expertise, people will be uploading 100-page PDF documents just to ask basic questions, like the ages of kids in a trust. That will rip through tokens.

We priced it out internally, and we would have to pay significantly more for a token-based plan instead of the subscription-based licenses we have now. Maybe eventually everyone will have to pay for tokens that way, and the cost of tokens is going down.

We learn to do things faster and at lower cost, but in this industry, we do that for a particular reason: to spend more time with the people we serve.

The primary way that our clients give us information is still by talking. There's a significant amount of nuance. You may be able to understand something and infer what's really being said. But note-taking software is still wrong all the time. You have to review it.

Money is emotional, and I seriously question whether AI can replace our need to connect with another human being.

Do I see someone sitting across the table from AI on a speakerphone? Probably not.

• In his 40s, Jonathan Yang decided he wanted to get hot — and stopped feeling ashamed to say it.
• His paycheck funded hair transplants, a nose job, and GLP-1s, which he continued post-layoff.
• As his body changed, he said he felt more confident and also noticed that people treated him better.

This is an as-told-to essay based on a conversation with Jonathan Yang, who was laid off from Meta in late 2024 after more than three years on the office design team. The 43-year-old shares how his job, cosmetic procedures, and weight loss shaped his confidence. The following has been edited for brevity and clarity.

At Meta, I worked really hard. I had golden handcuffs. I did not prioritize my health. You go to Meta, and they call it the "Facebook 15." Well, it was probably more than 15 pounds because of all the food that's available and all the stress. So, I just really let myself go. I put in everything I could to keep the job.

One upside was that having a bigger paycheck allowed me to start exploring things that I'd always wanted to do — emotionally, physically, aesthetically. I could finally afford a $10,000 hair transplant.

I also got a nose job. I've also had another hair transplant. Looking good and feeling good, to me, are fundamentally tied together. That's for me, and not everybody needs that. A lot of people out there are very successful being their own person and not letting that get to them. I'm not that strong.

I just wanted to get hot

Doing these things started to change how I felt about myself. It started to take away some of the shame that I had around getting aesthetic treatments. Because, as a man, it's seen as superfluous, and it's frowned upon. Before that, I had done a lot of soul-searching, therapy, and all kinds of things.

I hired a trainer, and I felt good, but the change wasn't happening fast enough. Then GLP-1s came out. I'd been waiting for something like that. I finally got on them, and then the weight started to come off, and I just started to blossom.

Once I started seeing the results, I just wanted to get hot. I wanted, at 43, to finally feel confident enough to say that out loud without having any kind of qualms about it. I think working out is a segue for people to think about improving their lives emotionally — to talk about those things — and fitness is an acceptable way for men to kind of go into that.

At work, I would get up onstage and be much more confident. Before that, it wasn't a conscious thing where I knew why I was so meek. When I look back, I would be nervous. I wouldn't smile. On GLP-1s, I started to really change and show up differently at work, and I was getting promotions. I just felt like I had more command because I lost the weight. My coworkers and managers all treated me better.

Now I'm on a lower dose of GLP-1s. I have to pay for it myself now that I'm self-employed. That's not something I'm going to stop.

People look at me differently

After my layoff, my weight was something I could control. I had to build a new routine. My body needed it, too. I had sciatica, and I had all this nerve pain. It really was like my body broke. I had never felt something like that.

I became hyper-focused on wellness, keeping fit, and eating well. Losing weight gave me the confidence to share my story. It allowed me to shed any insecurity or cringe. We say that a lot, but it was like I'm at this point now where I've only got one life to live. I know what it tastes like now.

After all the changes I made, people looked at me differently. A thing that people don't really talk about is how, on the surface, it really is about looks. I would walk into a situation with this naive sense of, "Oh, they're not looking at my weight."

As soon as I started looking more conventionally attractive, I noticed that was the first thing people would comment on. I would meet people, and they would say, "Well, you obviously go to the gym a lot," or "Oh, look at those arms!" I was like, "Wow! We live in this world where we're told, 'Aesthetics don't really matter. People look at your character.' Unfortunately, it's not true. I wish it were.

Do you have a story about how your appearance has affected your work or career? Contact this reporter at tparadis@businessinsider.com.

• Danielle Fewings, founder of Get Clear Beauty, has invested in cosmetic treatments since she was 27.
• Fewings' journey with aesthetic procedures began with a breast reduction and includes Botox and filler.
• Her $150,000 investment in herself has supported both personal confidence and professional success.

This as-told-to essay is based on a conversation with Danielle Fewings, a 40-year-old entrepreneur from New York City. The following has been edited for length and clarity.

I started my career in digital marketing and ran my own agency from 2020 until 2025, when I sold it. I'm now the founder of Get Clear Beauty, an aesthetic treatment marketplace, which I started in 2026.

I've always felt like there was something missing from my appearance, as if someone much more confident was buried beneath it all. I got my first procedure done in 2013 and have had many since.

I don't regret any of them.

I'm the most treatment‑forward person in almost every room I'm in

In my broader New York circle, routine maintenance is completely normal. People are getting Botox and lip filler, and a few have had breast augmentations. Most are dipping in rather than going all in.

I'm honestly the most treatment-forward person in almost every room I'm in. In any given conversation, I'm the one who's had the most work done, which is a little wild when I think about it.

For most of the people I know, the max is Botox. Routine maintenance is common around me, but no one I'm close to has done anywhere near as much as I have.

My first major decision was my breast reduction at 27

I wore a 32G and desperately wanted them smaller. I call this my gateway surgery because it was honestly a very easy recovery, so I had this ease as the template, which gave me the confidence to keep pursuing additional treatments.

It made me more willing to put myself out there, both in dating and especially in showing up online to create content for my business, which matters enormously when you're building something. It shifted how I approach relationships, too, both friendships and romantic ones.

When you feel confident inside and out, you see yourself as more valuable, recognize your worth, and become more selective about who you let into your life. As I've felt better about myself, I've been more intentional about the relationships I keep close, and I see a direct correlation between the two.

I've never made decisions due to outside pressure

My choices have always been personal. I've never done any of this for another person or because of outside pressure. It has always been about putting my best self forward, and if that takes some tweaks and some money, I'm willing to do it.

I'm a very confident person — I just haven't accepted every imperfection. My upper blepharoplasty is a good example: most people would say I didn't need it, and they would be right, because no one needs any of these things. I wanted it. My eyelids felt heavy, and I chose to change that.

I'm fully committed to antiaging and the maintenance it requires. I go to my quarterly Botox appointments and my annual lip filler appointments, and I'll be ready for a facelift when that time comes. The idea that aging gracefully means avoiding treatments is absurd; aging gracefully is doing whatever feels good to you as an individual.

The cost breakdown

Because my first breast surgery was a reduction, I paid $6,000 out of pocket, and my insurance covered the rest. I had a full-body makeover in the Dominican Republic, which included a tummy tuck, skin tightening, and two further breast surgeries after major weight loss, costing around $12,000. I've also had liposuction, scar revision, an upper blepharoplasty, Sculptra and filler, a Morpheus8 treatment on my legs, tattoo removal, lip blushing, microblading and shading, Invisalign, and teeth whitening. These procedures have cost about $50,000 in total.

The maintenance I keep up with regularly includes manicures and pedicures, which I have gotten every two weeks for the past 10 years; lash extensions, which I have gotten every three weeks for about 15 years; Botox; more filler; peels and lasers; tanning; and haircuts. The recurring maintenance has cost about $105,000 over time.

What struck me is that the one-time procedures come to about $50,000, but the quiet, recurring maintenance is over $100,000. The costs nobody tracks are the ones that add up the most. That is exactly why I built Get Clear Beauty.

Each procedure served a purpose

My whole philosophy has been doing high-maintenance things to stay low-maintenance. The lashes, manicures and pedicures, lip blushing, and microblading are all upkeep that let me feel put-together with minimal effort, and because of them, I barely wear makeup, so some of that cost is a trade-off.

The bigger procedures came from real changes in my body. My weight has gone up and down for years, and that has driven a lot of it. The Morpheus8 on my legs was for skin laxity, because I'm not ready for a leg lift and probably don't need one. I've had three breast surgeries total.

I'd never do CoolSculpting, and I'd never have a nose job. I don't think CoolSculpting is cost-effective, and I've grown to love my nose.

My appearance impacts confidence, and confidence impacts business

When you're on 15 Zooms a week and constantly recording content to win business, looking and feeling your best matters.

Appearance affects business outcomes, but for me, it works through confidence. When I feel good about how I'm showing up, I represent my company more powerfully and carry my knowledge into the room in a way that lands.

I love how I look. 10 years ago, I never thought looking this way was achievable, and it's the result of a GLP-1 medication, surgeries, and really taking my appearance by the horns. I'm in a genuinely happy place with it.

• Bill Gates says AI will bring about an age of abundance in 20 years, but it'll be a rocky road.
• He predicted robots will displace human workers and "build houses, grow food, do surgery."
• Some jobs might be reserved for people, and work limits could preserve employment, Gates said.

Bill Gates says AI will create "true abundance," but the next two decades before it arrives will be "as tumultuous a period as there's been in human history."

"My big concern is this 20-year transition period, where they'll have winners and losers and a lot of disruption," the Microsoft cofounder and billionaire philanthropist said on the latest episode of the "Decoder" podcast.

Gates echoed widespread concerns about white-collar jobs, saying that telesales, telesupport, and accounting will disappear as AI will be able to do those "radically cheaper, radically faster, and even more accurately." As for blue-collar jobs, humanoid robots will take over those, he said.

"If we don't choose to massively slow down or stop, then we will have robots that can build houses, grow food, do surgery," Gates said. "And none of the things that human labor provides to the economy will be necessary for most goods and services."

He also underscored how jarring it will be for someone like him, whose vast resources have allowed him to lead the charge toward eliminating malaria and tackling other humanitarian crises.

"And when the AI says to me, 'No, I'm better than you, you go play pickleball and I'll get back to you, I'm gonna take care of this' — I mean, it's kind of humorous, but it's not humorous," he said.

Gates shared his long-held view that work is vital to giving people a sense of purpose, a way to earn an income, a reason to show up every day, an avenue to build relationships with colleagues, and a path to build things and solve problems.

He suggested that certain activities such as art, sports, cooking, and childcare could one day be reserved for humans, "even though the AI could do those things better."

Gates also highlighted that measures such as early retirement and caps on working hours could help maintain some level of human employment.

He envisioned some people saying, "Let's be like the Amish and let's only use AI for certain things," so they won't have to give up "helping each other or coming up with unique ideas."

Amazon founder Jeff Bezos and JPMorgan CEO Jamie Dimon have both proposed a shorter workweek as a less painful alternative to AI-driven unemployment.

Gates is one of several tech leaders to warn of job disruption on the road to an age of abundance.

Elon Musk has predicted a "bumpy" transition and proposed government checks for all as the best solution to AI-driven job losses. He's said that technology will drive production costs so low that everyone can have "whatever stuff they want," work will become "optional," and it's not worth saving for retirement in 10 or 20 years as money won't matter.

Similarly, Anthropic's Dario Amodei has said that AI promises to "raise the quality of life for everyone," but the "short-term shock will be unprecedented in size."

However, OpenAI's Sam Altman said in May that AI hasn't eliminated as many white-collar jobs as he expected, and he no longer anticipates a "jobs apocalypse."

Despite widespread worry about AI taking corporate jobs, and high-profile layoffs at major companies such as Amazon and Meta, national unemployment hasn't increased materially during the AI boom.

• All hell broke loose this week after a security flaw in 70% of the world's websites was made public.
• It was supposed to be kept under wraps as a fix was deployed, but one researcher jumped the gun.
• Chainguard CEO Dan Lorenc told POLITICO why he decided to go public.

The exposure was immense, with AI multiplying the risks — and yet time-tested global cybersecurity procedures appeared to be functioning. Then suddenly, it all broke down.

The decision by a cybersecurity company on Wednesday to prematurely release information about a flaw in the popular PHP computer programming language left much of the web exposed to hackers, triggering a panic that brought to life months of warnings of how the AI-powered era could cause widespread damage.

The flaws in PHP, discovered using AI tools through a monthslong process coordinated by OpenAI, caused cyber agencies across Europe, the US, the UK, Australia and Canada to post urgent warnings Wednesday. Numerous governments took websites offline as a precaution.

While no major hacking damage was immediately apparent, the way the incident unfolded over 72 hours showed how easily cybersecurity processes can break down and the outsized consequences of cyber risks in the AI era.

The man who set off the chain reaction with the early release — Chainguard's CEO Dan Lorenc — quickly apologized in a LinkedIn post. But on Thursday, in an interview with POLITICO, Lorenc said he'd shared the information ahead of time because the flaw was already being exploited. Though others disputed that, Lorenc said he believed he'd seen enough evidence to invalidate an embargo set up to allow time to find a fix for the flaws.

While he disputed that his actions would have caused problems for other defenders, Lorenc said that the evidential threshold in these coordinated cyber defense systems is a "grey area."

The revelation of the PHP flaw brings out into the open what cyber officials have been bracing for since the arrival of the most powerful tools of artificial intelligence, which not only can be used to discover vulnerabilities but also to exploit them at scale.

The cybersecurity world's long-established protocols helped prevent disaster scenarios in which hackers would have successfully exploited the vulnerabilities to take control of numerous websites and access their data. But the scale and end-of-days potential of AI-driven cyber risks are now visible for the world to see.

This "is what happens when AI turns up a flaw that's been hiding for years," said Eylam Milner, cofounder and chief technology officer at cybersecurity startup Echo. The vulnerabilities, he added, are "about as serious as it gets for the web."

Origin story

Understanding how this week's emergency unfolded offers a glimpse at how companies and authorities are working to stave off attacks — and how much risk they face going forward.

The origins of the incident can be traced back as far as April, when leading frontier AI firm Anthropic unveiled Mythos, leading some in the cybersecurity world to worry that systems would quickly be overrun by advanced artificial intelligence, with potential for catastrophic events to ensue.

But while researchers did find more flaws in computer systems in the months after Anthropic and other AI firms like OpenAI released those models, they had little impact in the real world. Even the Hugging Face incident, a widely discussed hack that saw OpenAI's autonomous AI agents go rogue during an internal security evaluation, related more to the level of control AI companies exert over their models than their power to break into systems worldwide.

That changed this week after researchers unveiled the vulnerability in PHP, a coding language estimated to be integrated into some 70% of the web.

The process by which information about flaws is released among cybersecurity officials and affiliated companies is crucial. Through a long-standing practice known as coordinated disclosure, researchers and companies that identify flaws can find a fix and share it confidentially with agencies and others before releasing it to the public, meaning they don't hand malicious hackers the gift of a hole without a fix.

In the case of the PHP flaw, that process worked well, but not perfectly. Information about the bugs started to circulate ahead of the planned release time. Then, according to the PHP Foundation, Chainguard "unilaterally broke the embargo," which "disregarded weeks of work by many parties toward a coordinated disclosure." PHP Foundation executive director Elizabeth Barron told POLITICO by email that while it was "disappointed" with Chainguard, it hopes to "rebuild trust with them in the future to ensure we can continue to collaborate effectively."

After the leak — which meant information about the bugs was in the open before the fix was ready — confusion quickly ensued, with government bodies and private companies choosing to temporarily shut down their websites rather than risk potentially damaging breaches to their data and the sites themselves.

Early Thursday, Matthew Prince, the CEO of Cloudflare, an internet services company widely used by websites to block cyberattacks, which gives it a high level of visibility into what hackers are doing, said in a post on X that it had seen "millions" of attempts to exploit the flaw.

Cloudflare saw thousands in the 10 hours before the flaw was publicly announced, then tens of thousands in the 45 minutes after the announcement, hundreds of thousands within two hours, and now millions, Prince said.

Amazon's cloud division also said the flaw is "now being broadly exploited in the wild."

One senior US government cyber official said that federal authorities have been overwhelmed — and not just by PHP. The same day the world was racing to address PHP, they were also dealing with bugs in node.js, a widely used JavaScript framework, Fortinet, GitHub and Oracle.

"The fire department is fighting multiple fires at once," the official said, adding: "The good news is they're all one-story structures on fire, which the fire department deals with all day, every day."

More to come

Dauntingly, OpenAI said there's more on the way. "These bugs are among several significant vulnerabilities we've already found and are working to fix, and we expect similar findings to increase sharply in the coming months," the company said Wednesday in a statement.

Matthijs van Amelsfort, head of the Dutch cybersecurity agency, said in an interview that the job of keeping computer systems safe has been transformed by the advancement of AI. "As soon as the frontier models came out, that's exactly what we said: This will be the trend," he said. "And actually that's happening now."

Thomas Caspers, vice president of Germany's cyber agency BSI, concurred: "We expect that [to be] happening more and more during the coming months."

AI also ramps up the risks once the flaws are out in the open. Cyber agencies' recommendation that organizations take their websites offline was "really a drastic measure," Caspers said. "We wouldn't have done that a few years ago or so." But because AI has made it quicker and easier to exploit flaws, "we had to do that," he said.

At the same time, the use of advanced AI to detect the flaws may create a new level of protection against malicious hackers looking to take advantage of them. Caspers said that though his German agency has also seen attacks, it has not seen any successful use of the flaw by hackers.

"It seems a little bit more complicated than expected to exploit," he said.

Despite the fact that AI offers a new way to discover flaws, the work involved in keeping systems protected is more quotidian, with cyber agencies urging organizations to install the fix shared by the PHP Foundation, in a process known as patching.

"There are three things that you have to do right now," said van Amelsfort from the Dutch agency. "And that's patch, patch, and patch."

John Sakellariadis contributed to this report.

The Axel Springer Global Reporters Network harnesses the resources of the company's newsrooms to publish ambitious scoops, investigations, interviews, opinion pieces and analysis. It allows journalists — including those from POLITICO, The Telegraph, Business Insider, WELT, BILD, Onet and Fakt — to collaborate on major stories for an international audience of hundreds of millions across platforms: online, print, TV and audio.

• Being a mom can be challenging and expensive.
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