• There are clear parallels between the AI boom and the dot-com bubble, tech investor Paul Wick says.
• But solid demand, strong earnings, and less mania make for a "healthier" backdrop, Wick said.
• Seligman's chief investor brushed off Michael Burry's worries but flagged some trends to watch.

The AI boom has shades of the dot-com bubble, but fears of an imminent crash and mass unemployment are overblown, a veteran tech investor says.

At the turn of this century, there was an explosion in dot-com startups being formed, and a huge infrastructure buildout with telecoms "aggressively" spending on wired and wireless networks, Paul Wick told Business Insider in an interview this week.

The chief investor of Seligman Investments — a group within Columbia Threadneedle Investments that manages over $40 billion of assets and comprises a hedge fund, a mutual fund, and a venture capital arm — said there were clear parallels between that period and the current boom in AI startups and data-center spending. He also noted that energy prices and interest rates jumped then as they've done this year.

But Wick noted there isn't the same IPO frenzy now, or the same "frenetic environment" where stocks soar fivefold or tenfold in a day. He also said that by late 2000, a slowdown in IT spending was being forecasted for 2001, whereas enterprise spending on AI remains strong and recent tech earnings have been robust.

Simply put, the situation seems "healthier" now than in 2000, he said.

Business Insider asked Wick about Michael Burry's warnings this year around AI. "The Big Short" investor has called out aggressive accounting, circular financing, hidden debt, and overinvestment in depreciating assets like microchips as reasons to be skeptical that the boom has legs.

Wick said that Burry, known for predicting and profiting from the collapse of the mid-2000s housing bubble, has been "early or downright wrong on many other things."

Burry has previously defended his track record, citing his correct predictions and sharing charts showing the timing of his market calls.

As for concerns about Nvidia's efforts to grow the AI ecosystem by investing in data center developers and software companies, Wick emphasized that the chipmaker is "extraordinarily profitable."

He cast doubt on whether Nvidia should spend its spare cash only on buybacks, rather than bolstering its customers, especially as several of the industry's biggest players are working to develop their own AI chips to reduce their reliance on Nvidia.

But he also flagged some industry trends to watch, including enterprise clients opting to use older models or build their own, and token pricing coming under pressure as users embrace open-source models, raising questions over the size of the market opportunity for the likes of OpenAI and Anthropic.

Navigating a new world

Wick weighed in on how a young person can get ahead in the AI era.

"It used to be that a degree in computer science was a ticket to success," he said.

A better option today might be to learn a trade, as there's "booming demand" for workers such as electricians and HVAC technicians, and they can make an "incredibly good living" without having to go to a four-year college, Wick said.

He also took aim at the "doom-and-gloom notion that AI is going to eviscerate demand" for human labor. He described that worry as a "little premature" as nobody knows for sure how AI will affect entry-level roles in the future, unemployment is yet to soar, and there's always inertia when it comes to businesses and consumers changing their behavior.

• This post originally appeared in the BI Today newsletter.
• You can sign up for Business Insider's daily newsletter here.

Leaning out

It was day two of my stay-at-home PTO. This is the time off that isn't for traveling or relaxing, but — as I told my group chat — to be a housewife.

And over three days, I was productive: I decluttered a closet, replaced a broken appliance, and even enjoyed a Pilates class at 11 a.m. Not only did I accomplish goals that had gotten dusty on my to-do list, but I also noticed other positive benefits. I listened more to my children and felt more present.

As an executive, I immediately wanted to repeat this: three days at the start of every quarter to simply be a housewife.

It's just one solution for what so many millennial women and mothers are trying to figure out as they climb the corporate ladder. While some are experimenting with balance, like me, others are simply leaning out altogether.

Business Insider's Julia Pugachevsky spoke to women in corporate America who, instead of continuing to aspire to the highest rungs of their organizations, became skeptical that they'd have the flexibility needed to do it all. So, they're leaning out.

It's what Trisha Daab, who had spent 20 years in corporate leadership roles, did. She took a year off. "I had no idea how tired I was until I stopped working," she said.

During that time, Daab volunteered at a food bank, tap danced, traveled, and spent more time with her children. She eventually decided she couldn't go back to the status quo. "Stepping away helped me realize my priorities had shifted," the 47-year-old said.

Former Meta COO Sheryl Sandberg, who coined the term "Lean In" to encourage women to pursue corporate leadership even when family obligations felt like another hurdle, told Business Insider that she understands why women are leaning out.

"This is not the women who are saying, 'I don't want to do it,'" Sandberg, 57, said. "It's the women saying, 'I don't want to do it because I'm not wanted, I'm not getting the same opportunities and the same support, and I face an unfair burden at home.'"

Sandberg said it's a shame because women leaders often advocate for policies that benefit women, such as egg freezing, lactation rooms, and competitive parental leave options.

"I just hope that enough women want those senior leadership roles," she added, "that we get the environment for women that they deserve."

• The job market is rough right now; many would-be entry-level workers are still on the hunt.
• A new Twitch show hopes to help answer labor market questions and offer job seekers advice.
• So far, they've advised callers on everything from salaries to highlighting unique experience.

When Hans Romine finished his architecture degree in 2025, the 24-year-old began looking for work. After about 50 job applications yielded a single interview appointment, he started feeling despondent.

That's when a friend told him about a new show called 877UNMPLYD.

The show is on Twitch, a streaming platform favored by gamers and fans, but has an unlikely host: Jeremy Zimmer, the former CEO of United Talent Agency, along with digital-savvy producer Rachel Braun. The show offers career advice, discusses labor market news, and fields live call-ins from people looking for work.

When Romine called in, he mentioned he'd spent a few months as a recreation supervisor, building morale at an isolated research station in Antarctica. Zimmer and Braun found that the most interesting part of his whole story, and told him to play it up in applications and interviews.

Romine took their advice, and when he went in for that interview, he highlighted his experiences out on the tundra. After he landed the job, he called back in to let the hosts know.

That's the kind of win Zimmer and Braun hope to replicate. Over their first season, the duo hosted 12 episodes, with one episode filmed live on the streets of New York garnering over 54,000 views.

The show is a small experiment in career guidance at a moment when the entry-level job market is getting harder to navigate — especially in New York City. A new report from Partnership for New York City, a nonprofit business advocacy group, found that the number of entry-level jobs has shrunk disproportionately among professions highly exposed to AI; entry-level postings in design, media, and writing fell by 40.6%.

Nationally, employment in white-collar industries has fallen, even as output has gone up — indicating that AI might be effectively replacing entry-level white-collar work.

That dearth of entry-level opportunities is part of what spawned the show, a partnership between TikTok savant Adam Faze and the economic mobility nonprofit Schultz Family Foundation. Judith Dubin, the head of content at the foundation, said that they'd drilled down on investments in career navigation after recognizing how difficult it is to be graduating from high school or college into the current labor market.

"The current job marketplace is so disrupted with the advent of AI," Dubin said. "It's just an additional barrier for young people."

In August, Zimmer and Braun set up a desk on a plaza at Baruch College, with a sign that said "Ask a CEO," and fielded questions from students. One student asked for advice on how to negotiate salary expectations, especially in the interview process. Braun said that not all advice-seekers are new grads: One Gen X marketer called in after being laid off, feeling pushed out of the tech industry.

Going into the show, Zimmer focused on what it must feel like when getting a job is no longer as simple as putting your head down, working hard, and expecting things to work out.

"That age-old mantra doesn't feel as relevant today," Zimmer said. He's been struck by the contrast between callers who are hyper-focused on what they want, eschewing any concern about why that can't happen, and those who are baffled that they've applied for hundreds of jobs and haven't gotten any interviews. He's found both the naivety and the determination of the callers exciting.

Braun, the show's other host and a producer, said that AI emerged as a major theme throughout their first season — both the opportunities it presented and the way that it was shaking up the entry-level job hunt.

Romine, who landed a job, hopes that employers can once again understand the value of having fresh talent on their teams. But as the labor market continues its entry-level contraction, getting a leg up — even if it's through advice on a Twitch show — is ever more important.

"In the meantime, students and graduates need to really figure out how to work the current system and make themselves stand out in such an intense market," Romine said.

• Jen Eaves' mother is 79 and lost more than $3,000 to online scams.
• Eaves now monitors her mother's finances and says that was a hard conversation.
• Digital caregiving is an important part of supporting aging parents, she says.

This as-told-to essay is based on a conversation with Jen Eaves, Digital Caregiving & Elder Fraud Advocate at Aura. It has been edited for length and clarity.

It's an odd shift in dynamic when you start caring for the people who always cared for you. My mother is 79, and lives with my brother, who handles most of her day-to-day physical care. I'm the one who handles the administrative side of care, like scheduling doctor appointments and keeping her safe online.

About six years ago, my mom had a stroke, and while she recovered fairly well, she wasn't the same cognitively as she had been before. Around that time, I began noticing her falling for scams online.

Once, she ordered a cure for diabetes, which she has. The product was supposedly being sold by a famous TV doctor. When she showed me the video ad, I could see it was badly done AI, with the supposed doctor's lips not matching his words.

There have been other scams and pitfalls, too: online orders that never arrive, or even a legitimate credit card that my mom opened without realizing what she was doing. All in all, she's lost about $3,000 to scams, though I've been able to recover most of it through her bank.

I've realized that I need to take a more proactive approach to digital caregiving to protect my mom's finances. Here's what I'm doing.

Approaching from a place of help and dignity

After my brother and I had taken my mom's keys away, her phone became her connection to the world. I wanted to respect that. While some people have to restrict their older parents' access to phones, that didn't feel right in my case.

It was critical to me that my mom kept her dignity and as much independence as possible. At the same time, I saw there was an emotional side to falling for a scam: she would feel frustrated and confused when it happened, and I wanted to spare her those negative emotions.

I never want my mom to feel like I'm parenting her. Instead, I pointed out the patterns I was seeing and emphasized I'm here to help if she's willing to let me be involved. The choice, ultimately, is hers. This would be a lot harder if she wasn't willing.

Talk about scams

My mom wasn't particularly tech savvy, even before her stroke. I've had to educate her about what scams look like. When she shared the famous doctor video, I pointed out the aspects that seemed AI-generated to me. I remind her that if it sounds too good to be true, it probably is. I emphasize that urgency is a big sign of a scam. The bank, I tell her, is never going to call you.

Once, she had a scam caller claiming to be Apple support. They asked for her Apple ID and password, which would have given them access to pretty much everything she has online.

Because of our conversations, my mom hesitated. She patched me into the call and asked the scammer to explain the situation to me. I was very proud that she recognized the scam and knew to ask me for help.

I monitor my mom's accounts

I worked in cybersecurity at Aura, which offers a lot of great products for keeping kids safe online. But my experience with my mom made me realize we were missing a whole vulnerable population: older adults.

I helped develop Trusted Family Access, which allows family members like me to see alerts from their loved ones' accounts, with permission. This gives me peace of mind that I can catch any issues quickly. It's also made other aspects of caregiving easier, like handling medical appointments, because I have access to all my mom's information in one place.

When my mom was scammed, it felt like I was a victim too. I spent hours calling her bank and credit cards to get her money back. If she were to lose her savings, it would impact the whole family. I'm grateful we've found a solution that empowers both of us to keep her finances safe.

This as-told-to essay is based on a conversation with Siobhan MacDermott, a 56-year-old tech founder based in Menlo Park, California. It's been edited for length and clarity.

I've never been underqualified for any job that I've applied to.

I was vice chair at Bank of America and principal at EY. I held senior roles in cybersecurity at AVG and McAfee. I've sat in boardrooms with Fortune 500 CEOs, advised governments, and built practices from scratch.

Then, in early 2024, when I was 54, I had to relocate from New York City to California for family reasons, leaving the management consulting job I'd held as a partner at The Consello Group. I didn't anticipate what could happen when someone tries to re-enter the institutional world in their 50s — particularly as a woman in a career space that doesn't fit neatly into a job description.

The most surprising barrier has been the gap between what I've actually done and what the market knows how to categorize. I'm worried because I'm not sure where the economy is heading, but I'm an absolute eternal optimist.

I'm not going to accept anything other than staying hopeful.

I felt like my job application was going into the ether

It's been frustrating to watch organizations that desperately need exactly what I've built not hire me.

When I started my job search, I reached out to my network to try to figure out what I could do, who'd vouch for me, and where open positions were. A lot of senior roles were being downsized, but I had a lot of people who initially wanted to help me find something.

The strategies that were a complete waste of time were LinkedIn Easy Apply, recruiter calls that went nowhere, and any process that involved a 45-minute competency-based interview with someone who'd never heard of the big companies I've worked for.

I spent the better portion of every day for over a year applying and looking for jobs. I obsessively searched on LinkedIn for new positions, applying over and over again on the site, company websites, emails, and more, but getting nowhere.

I sent out countless résumés and barely got any responses. These are jobs that I know I'm qualified or overqualified to do, but sometimes I didn't even get the courtesy of the automated "thank you for applying" response.

It was like my application went into the ether. I'd try to find the head of HR for these companies on LinkedIn and reach out to them because I wanted the feedback.

I started trying to think of interesting ways to get attention

The strategy that worked the best during my job search was bypassing HR entirely and using direct outreach to CEOs and board members.

I'd send them letters not even related to a job, but more of an observation of their company to get their attention. I tried to be crafty, saying, "Based on my external assessment of your company, here are some things that I think you should be doing as you think through your next quarter."

Reaching out to CEOs got me in the door, but then they'd send me down to somebody who was pretty junior who'd say, "You're overqualified for this job." They'd courtesy interview me because they'd been told to, but it didn't go beyond that.

Sometimes a CEO would send me to HR, and HR would look at my skill set and say, "It doesn't quite match."

That happened quite a few times.

I adjusted my LinkedIn profile to get a better response, and that helped

I changed my gender to male and back to female a bunch of times to see if it made a difference — I didn't change my pronouns, just my actual gender. I felt like I had more responses on LinkedIn being thought to be male than female.

I also think being in Silicon Valley, you age out a lot faster than you do in other parts of the US, and it's definitely a highly male- dominated space. I had those two things working against me from the get-go.

So I removed the first six years of my career from my work experience on LinkedIn, and I took the dates off of my degrees so that people couldn't tell my age. This made me seem seven to 10 years younger, potentially. Once I took those dates off, I felt like I got more engagement on the site.

My job search in Silicon Valley went nowhere, so I decided to pivot and launch my own venture

I started my company out of necessity, and also out of intellectual boredom. I felt like my brain was starting to rot.

It happened about a year into job searching, when I started feeling financial pressure and frustration. I didn't want my full-time job to be looking for a job. My search wasn't looking like it was going anywhere in the foreseeable future, especially out in Silicon Valley. If you're a computer scientist or an engineer, there are jobs available, but I couldn't find a lot out here not in that space.

I started thinking, what am I good at? What do I know? What are all the pieces that I could put together? What problem can I identify that needs to be solved? That came together pretty quickly, and I launched two companies — Khaos Holdings, a strategic risk-intelligence company, and TeenAegis, a child-safety intelligence business, in January.

We're raising capital, and if the capital comes in, that will be the end of my job search. If the capital doesn't come in, then I'll keep searching — but I've decided that whatever I do will be adjacent to the problem I'm trying to solve now.

One good thing came out of the 2 years since my last job

Being out of work for two years shifted my retirement timeline eight to 10 years from digging into savings. However, since my job search started, I've really homed in on what I want to do with the rest of my career.

The journey I went on was a little bit of a midlife crisis. I asked myself, "What's my purpose in life?" as opposed to "What job do I want to have?" and then identified what skill set could bring me to that.

What led me to where I am was really thinking through questions like: What are all the issues that matter to me? What legacy do I want to leave? How do I want to think about my future for the next 10 or 15 years? How do I want to show up every day?

In the beginning, I was going to apply to anything that I could qualify for that would get me some money. Now I'm not going to do that because I don't think that's going to actually be fulfilling or make me happy. My sense of stability has required a deliberate reframe — from "security comes from a salary" to "security comes from what I've built and what I know."

I'm determined to make this work, but I also realize it may not

The hardest thing is maintaining a positive attitude day after day. If my company doesn't work out, then it's not like I can stop trying.

Taking mental health breaks is important because it's overwhelming, lonely, and hard. You lose your sense of self-worth when you're in this position; people look at you like, "Oh, you're the person who's still looking for a job." So it's hard to continue to put yourself out there.

Still, I do believe there's light at the end of the tunnel. It's just the question of how long the tunnel is.

Do you have a story to share about navigating your career in your 50s? If so, please reach out to the editor, Manseen Logan, at mlogan@businessinsider.com.

• The great bidet takeover has reached the workplace.
• White-collar workers are bartering with their bosses and weighing job offers over bidet access.
• "It's the superior way to live," one said.

Seungmin Hong felt he had two options: Stay at Tesla or have a clean tush.

After finishing an engineering internship at the automotive giant last year, the University of Waterloo student was weighing whether to stick around or accept a job offer from much smaller Simbe Robotics.

During Hong's final interview at Simbe's San Francisco office, he asked to use the restroom, and there it was: a glistening, inviting bidet.

"That cemented in my mind: 'Yeah, this company actually cares about their employees,'" said Hong, who grew up with a bidet in the bathroom of his childhood home. He took the job.

Move over espresso machines, ping-pong tables, and nap pods. For workers like Hong, the humble bidet is the ultimate job perk.

In recent years, the hygiene-friendly fixtures have gone from novelty to must-have for many US households. Toto, one of the biggest manufacturers in the space, said cumulative global sales of its Washlet bidets surpassed 70 million units last year, up from 50 million in 2019. High-profile fans include Dodgers pitcher Shohei Ohtani, actor Janelle James, and New York mayor Zohran Mamdani.

Now, some devotees are pushing to make bidets a standard in offices. Once you get used to one at home, they say, going bidet-less at work is a pain in the rear.

Michael Fiore used to sometimes get about halfway through his commute, then turn around and drive back home just so he could use the bidet in his bathroom. About a year ago, he had an epiphany: Why not install a bidet at work, too?

So he did.

"It's been a total game changer," said Fiore, president of Smith's Gardentown, a retail garden center in Wichita Falls, Texas. "It's the superior way to live."

There's just one wrinkle. Employees who were accustomed to using the restrooms available to shoppers have started coming to what Fiore jokingly calls the "executive" bathroom, which is reserved for staff. It houses one bidet-equipped toilet, meaning he now often has to wait to use it himself.

"Word has spread," he said.

Persuading the boss

This past summer, Cynthia Howard asked her boss to install a bidet in the single-seat restroom she shares with about a dozen of her colleagues. The fulfillment specialist at Swifthouse, a logistics company outside Philadelphia, argued it would reduce toilet paper costs, cut employees' restroom time, and improve morale.

Swifthouse's founder and CEO, Dave Harriger, said the proposal persuaded him to order a $60 bidet attachment that same day. He said he's pleased that Howard and other employees like it, though he's not a convert himself.

"I used it once. I yelped and don't know if I'll use it again," he said. "It's cold water on your butt."

Pricier bidet models that sell for thousands of dollars apiece offer warm-water sprays, air dryers, deodorizers, and even Bluetooth speakers.

Not every worker is comfortable asking their boss to install the devices in the office. To help those folks out, Jonathan Brown, a data scientist in Orange County, California, launched buttstuff.work earlier this year. The site lets employees register their interest in having bidets at work without directly approaching management.

Brown said he has long wondered why Silicon Valley workplaces offer perks like beer taps and catered lunches but not bidets. He plans to share the data his site collects with bidet manufacturers to help them find potential customers. So far, Brown said, about a dozen people, mostly from small businesses and universities, have signed up. His only promotion has been a post on Reddit.

"People don't love talking about bathroom stuff at work," said Brown.

The bidet goes to work

Bidet makers say interest has surged since what Bill Strang, president of corporate strategy at Toto, called "the great toilet paper panic of 2020," when pandemic shortages sent Americans searching for alternatives.

Strang and Justin Allen, CEO of Tushy, another bidet maker, said workplaces are a relatively small but growing part of the bidet business. Installing the devices in office restrooms can be challenging, as some require plumbing modifications, code compliance, and a nearby electrical outlet.

Allen sees the demand firsthand. The bidets in Tushy's shared office restroom in Brooklyn, New York, are a draw for employees of neighboring companies, he said, adding that a FedEx driver regularly stops by during his route to use the facilities.

Cushy tech companies have long dotted their stalls with bidets. Business Insider spoke with workers who spotted them years ago at some Google and Microsoft offices. Now, with awareness and interest spreading, some workplace observers say what was once a nice-to-have perk could become a competitive advantage for employers well beyond Silicon Valley.

A recruiting tool

Robert Hatta, an executive recruiter and talent consultant in Columbus, Ohio, thinks employers pushing return-to-office mandates would have a much easier time attracting and retaining talent by investing in the fixtures.

In a LinkedIn post that drew nearly 150 comments last year, Hatta argued that flimsy toilet paper and a lack of privacy can make office life less appealing. His prescription? Sound-insulated, well-ventilated stalls, preferably equipped with bidets.

"It's about respecting people's dignity," Hatta told Business Insider. Going to the bathroom "is an important part of the workday."

The state of a workplace's facilities can reveal a lot about its culture, said Lou Downe, director of the School of Good Services, a UK-based provider of leadership training. Details such as free menstrual products, well-maintained soap dispensers, and bidets can offer clues about how much thought an employer puts into its workers' comfort, they said.

Hong, the bidet-loving Tesla alum, has since left Simbe to build his own startup, Simantic. While the company goes through Y Combinator, he and his cofounder are shacking up in an Airbnb. No modifications are allowed, so no bidets.

Once Simantic raises its seed round, Hong said he and his cofounder plan to rent some office space. He knows what their first purchase will be.

• Being a mom can be challenging and expensive.
• Some have turned to apps like Uber and Lyft to make extra money — or as their main source of income.
• Fill out our survey if you're a mom who does gig work.

Uber and Lyft often talk about the flexibility of working as a driver on their apps.

That aspect of the gig has attracted moms, among other people who often want to earn money outside a 9-to-5 schedule. The job can be appealing to mothers who need to juggle school drop-offs, childcare, and other obligations of parenting.

Others, including single moms, say they feel stuck in ride-hailing work and end up having to drive for Uber or Lyft at set times anyway, depending on when the most passengers need rides.

With costs like childcare and college rising, Uber and Lyft offer some moms a way to make extra money — if they can earn enough on the apps and keep costs like gas and car maintenance under control.

Business Insider wants to speak with moms who drive for Uber, Lyft, or other ride-hailing apps. We want to hear about how you combine the gig with taking care of your kids, including both what's working and what isn't. Please fill out the survey below.

• Mihirkant Upadhyaya has a Ph.D. and more than 10 years of experience at Intel.
• But at age 41, he embarked on gaining another degree to level up in his career.
• Upadhyaya says that doing an MBA equips him with skills that AI lacks.

This as-told-to essay is based on a conversation with Mihirkant Upadhyaya, 42, who works at Intel and lives in Oregon. The following has been edited for length and clarity. Business Insider has verified his employment and education.

After studying computer engineering for my bachelor's, I pivoted into physics.

Two master's degrees and a Ph.D. in nanoscale science and engineering later, I got my dream job in the semiconductor industry at Intel in 2015.

As my career evolved, I realized I also wanted to do an MBA to step up my game.

My Ph.D. gave me relevant skills to take on the workforce

During my Ph.D., I focused on a semiconductor manufacturing technology called EUV lithography. I was excited to work at Intel because it does both chip design and manufacturing, so I knew I'd get a good overview of the chip-making process.

You don't need a Ph.D. to work in semiconductors, as there are so many areas outside the lab you can work in, like finance and legal.

On a personal level, though, having a Ph.D. helped me feel prepared to step into the workforce. It gave me discipline and the ability to be comfortable with ambiguity. My research mindset and technical background gave me the confidence to take ownership of outcomes and tasks.

There were definitely moments where I had self-doubt doing a Ph.D. You watch your peers go on to earn big bucks after their bachelor's and master's while you live on a modest stipend. However, the experience shaped me into who I am. I'd say I'm more patient, sharper, and more resilient.

I reached a stage where I felt I needed more education to thrive in my job

After about five years in research and development at Intel, I moved into supply chain roles, which have involved managing relationships and negotiating contracts. At this point, I realized I was missing certain skills.

My current role has a greater emphasis on executive communication and financial analysis. When I presented to an executive team, my manager had to step in on a number of occasions to get the room to respond, making what I was saying more high-level using business-driven terms. I also didn't quite understand certain things when I worked with the finance teams on contract negotiations.

To step up my game, I started a two-year hybrid MBA course in September 2025, alongside my full-time job. It was energizing to get back to the classroom at age 41.

I take one week off a quarter to do in-person sessions, and the rest of the time I'm doing online learning three days a week. My company is partly funding this, which is useful since MBAs can carry a $100,000 price tag.

By the time I've finished my MBA, I'll have done nine years of postgraduate study, investing an estimated $100,000 into that education, aside from scholarships and tuition waivers. Without question, it's been worth it. I haven't pursued the degrees to accumulate credentials, but to serve my career at various stages of my life. The MBA is addressing a concrete skills gap I identified after years in my industry.

I believe higher education is helping me become more irreplaceable in the age of AI

The AI boom made me take a hard look at what I bring to the table. I saw that some of what I did could eventually be automated. That realization was humbling.

Instead of trying to compete with what AI is already good at, I wanted to strengthen the areas where I knew it fell short. AI is great at processing and analyzing information. It has scale and speed, but it lacks the truly insightful judgment that a person can gain from years of learning a skill.

In my previous role at Intel, I found that AI couldn't tell me how to troubleshoot issues involving new or custom-made equipment because the context was so unique to my situation.

Meanwhile, in my current role, while AI could probably help me generate financial models, it can't read the room, build relationships, or have synergy with another person. My MBA course benefits me in this regard because we do lots of group activities, even online through Zoom, where we can interact with each other.

I think that in the age of AI, finding a field you really care about, becoming an expert in it, and staying curious to keep learning can help you become irreplaceable.

Intel declined to comment in response to a request from Business Insider.

• Nick Woodhead said he went 48 hours without sleep while helping patch a major website vulnerability.
• The CTO said that with security problems piling up, October feels like "the month of hell" for tech.
• Because AI makes it easier to find and exploit security gaps, Woodhead expects more disruption.

This is an as-told-to essay based on a conversation with Nick Woodhead, founder of the AI company GPTree and chief technology officer at Rothco and Compubox. He spoke with Business Insider on Thursday to share how he's responded to vulnerabilities in the PHP programming language that could affect the majority of the world's websites. The following has been edited for brevity and clarity.

It's always a nightmare when these things happen. Since Tuesday evening, I haven't slept. It's coming close to 48 hours working on this. I'm a CTO, but I also run an agency for multiple clients and have my own company with my own product. So, balancing my time to get everything updated — it's just been exhausting.

About 70% of the internet runs on a programming language called PHP. I'm actively involved within the PHP community itself, so I did get a warning on Tuesday evening regarding the vulnerability and the fact that it was already being addressed by the PHP team. That gave me a head start.

I have some teams offshore, so I was able to jump on that with them.

It's not just applying the patches. It's making sure that nothing was already exposed. We already had infrastructure in place to easily deploy patches, but it still requires a good amount of manual involvement.

I knew that as soon as I walked into the office on Wednesday, I'd have to have my teams jump on this. They were already waiting for the patches to be released.

People are willing to help

One of the biggest headaches, especially on the client side, is that we have a lot of legacy systems, which are running on older versions of PHP that are no longer supported, and official patches are not going to be produced. For those, we ultimately had to come up with other plans. For example, taking sites temporarily offline or moving them behind VPNs.

Eventually, because it's an open-source community, those patches have already been backported, or implemented, by the community. So now we're shuffling back to some of those older systems to get them patched.

That's one of the nice things about PHP. There's such a vast community of people all willing to roll up their sleeves and jump in and help.

Even though I've been in leadership for the last 10 years, I've never taken my hand off the pulse in terms of being connected with the code and the infrastructure. So, I've been hands-on with the development and infrastructure teams to help make sure these issues are resolved. We've been reviewing logs and looking for any potential signatures of a breach that this vulnerability exposed.

The month of hell

It's also meant keeping up to speed with the latest news that's coming out and what other people are finding. We're in a position now where we feel comfortable and safe, but there are new vulnerabilities in the coding tool Node.js. We have some Node services, so now we're looking at how that potentially affects us. October just seems like the month of hell from a technology perspective.

I don't think there is an end in sight with the advancements in AI. For all the positives we get from it, there are a whole bunch of negatives, and this is a perfect example.

OpenAI has already stated that they found many more of these types of vulnerabilities that, thankfully, haven't been leaked. Over the coming months, they are either going to be patches or this information is going to get leaked in the same way and cause the same kind of panic.

I don't think we're at the end of the road yet. There's going to be a lot more to come.

• GoDaddy has over 20 million customers, the majority of which are small businesses.
• Its CEO, Aman Bhutani, said small businesses can save time by automating operational tasks with AI.
• Bhutani said entrepreneurs need to focus on what they're good at — not outsource their brand.

GoDaddy's CEO said small businesses should use AI to automate work, but not lose sight of their brand.

As head of the domain registrar and web-hosting company, Aman Bhutani has a bird's-eye view into what works for small businesses. The company said it has over 20 million customers, the majority of which are micro businesses, or those with fewer than 10 employees.

The entrepreneurs behind these companies consistently have passion and expertise, he said. However, they tend to have less technological capability — and even less bandwidth to do time-consuming tasks like creating and maintaining a website, said Bhutani.

"There is not enough time in the day," Bhutani told Business Insider.

Today, business owners can use AI agents to do that type of work with minimal friction, Bhutani said, and they can use the tools to help run parts of their business.

A recent survey from GoDaddy's small business research lab found that US entrepreneurs find content creation, marketing, and business advice as the top three areas where they see the most significant time savings with AI.

GoDaddy offers access to Airo, an agentic tool that builds websites and helps with other operational features. For instance, Bhutani said that Airo can create user logins for a small business's customers to make website profiles, or send targeted customer outreach based on a user's location or involvement with the business.

When to use AI — and when not to

He said that businesses should stick to using agents for tasks that they're not as skilled at, or those that don't differentiate them competitively.

Bhutani said humans should control how their product is unique and not delegate control over their customers' experience. While AI can help with research — the owner ultimately needs to leverage their own knowledge when making decisions about what would work for the brand.

"It doesn't mean that AI cannot suggest those things," Bhutani said. "It can suggest, but the human should continue to control their branding."

While AI tools can save time, "ultimately, you want the human to focus on their area of expertise," Bhutani said, adding that the technology should "enable everything else."

• Tiffany Tang founded DrinkFolks after a transformative journey across Asia in 2023 and 2024.
• Tang's layoff in 2023 led her to Bali, where she decided to extend her 30-day trip to over a year.
• DrinkFolks, inspired by Tang's travels, supports women-led farms and brings jamu to the US market.

This as-told-to essay is based on a conversation with Tiffany Tang, the 30-year-old founder of DrinkFolks. It has been edited for length and clarity.

I'm the founder and CEO of DrinkFolks, which brings jamu, a 1,300-year-old Indonesian herbal remedy, to the US as a prebiotic root tonic.

For the first two years of my career, I was an assistant director at a gallery owned by the first female fine arts dealer in America. From 2017 to 2021, I worked at Christie's International Real Estate in marketing and communications roles.

For the next year, I was a senior communications manager at CSM Sport & Entertainment before taking on a similar role at a fintech company that helped millions of Americans sustainably build their credit scores through rewards.

I felt positively about that job, but I was laid off in May 2023

I was grateful to work there. We were doing big things, and I really learned what it was like to be at a mission-driven company.

The most interesting thing about my layoff was how incredibly calm I felt upon hearing the news. Our CMO told me first, and she was a friend, my college professor, and an executive I admire and respect.

When she told me, I said I didn't blame her, and this was a time for a reset. Turns out, the layoff was the best thing that could've ever happened to me.

A few weeks after my layoff, I booked a one-way ticket to Bali

For a long time, my self-worth was my net worth — my title, my salary, my career trajectory. When the layoff hit, I lost my sense of self. Reflecting afterward, all I could think was: who am I without the high-paying job?

A few weeks earlier, I had watched the movie "Eat, Pray, Love." When the layoff came, something in me said that this was my moment. I opened Kayak, found a one-way ticket to Bali for around $1,000, and booked it. Bali felt approachable and warm.

What was supposed to be a 30-day reset changed the course of my life

I originally planned to travel in Southeast Asia for a month but ended up staying from June 2023 through August 2024.

My awakening happened on day three. One of the first things I did in Bali was a Panchakarma, a full-body Ayurvedic detox at a retreat in Ubud. There was an optional silent day; one of the first times in my life I rooted and looked inward.

Sitting with my journal, I knew I had to stay. I was still negotiating my severance, so I did the math: my savings, my investments, what each month would cost. When my severance came through a few weeks later, it jump-started the journey.

The deeper turning point was Hong Kong

Everyone I met understood me on an indescribable level. It was the only time in my life I was speaking Cantonese to people outside my family, reconnecting with my heritage. By the time I came home for the holidays, I had decided: I was moving to Asia.

The spark for the company was the women I met. Across Indonesia and Southeast Asia, I sat with women quietly building something of their own. I wanted to help these women build generational wealth for their families. I built DrinkFolks as a way to sustainably invest in them — 3% of every sale goes to women-led farms and nonprofits across Southeast Asia through our FolksFund — while supporting health stateside by bringing ancient wisdom into people's homes.

I started the company in January 2024, took every jamu class I could find in Bali, visited the source of jamu in Yogyakarta, and reformulated recipes in my Hong Kong kitchen.

By October 2024, I was back in the US, working with California food scientists to scale up my home-tested recipe. We launched in NYC in October 2025. Today, we're in 70+ stores across the US.

Living in Southeast Asia made the math work

My salary before the layoff was $160,000 a year, plus equity. When I set off, I had roughly $14,000 between savings and severance — my spreadsheet calculated 4.6 months of runway — and I felt comfortable investing that in myself.

I budgeted like it was my job. I tracked my actual spending obsessively for the first four and a half months and came in at roughly $7,700 total.

All-in, I averaged about $1,300 to $2,300 a month, including flights, lodging, food, everything. My money stretched furthest in Cambodia and least in Hong Kong, which was financially similar to New York City. For comparison: my overhead, including my mortgage, maintenance, electricity, and WiFi in New York today is about $2,500 a month.

In terms of cost of living comparisons, here's my breakdown

Healthcare was the biggest surprise, in the best way. I got into a motorcycle accident on the Pakse Loop in Laos, and seven stitches cost me around seven dollars, including painkillers and a week of antibiotics.

Cambodia was the best value. It's the most adventurous, outdoorsy country I visited, and I didn't want to explore alone, so I stayed in hostels for as little as $6 a night — partly a budget move, mostly a way to meet people. It's also where I met my first fellow Americans of the entire trip.

Hong Kong was the opposite — groceries and eating out gave me real sticker shock. I softened it with a genuine energy exchange: I moved in with a college friend and threw dinner parties several times a week, cooking meals for them in exchange for a place to stay. It was worth every dollar — I met some of my truest friends and future business partners there.

The layoff was honestly the best thing that ever happened to me

It gave me the confidence to build DrinkFolks, a better sense of my heritage, and a version of myself I'm proud of. I've learned to never say never, but right now, I'm exactly where I'm supposed to be.

My advice is to use your layoff as your launchpad. Things happen for you, not in spite of you. If you have even the slightest chance to live in that moment for yourself — for me, that was travel — take it as a gift and a blessing, not a crisis to survive.

Treat budgeting as freedom, not constraint. My money stretched so much further than I imagined. Clear parameters gave me the space to figure out who I am outside my job.

• Gary Vaynerchuk shared what he'd do as a young entrepreneur starting out today.
• The first investment should be time spent making content and learning AI, he said.
• He said AI could be a once-in-a-generation opportunity for young founders — one as transformative as the internet.

Gary Vaynerchuk, 50, says aspiring entrepreneurs should spend every spare minute mastering AI and content creation.

During a Thursday appearance on the "Nude Project" podcast, Vaynerchuk shared how he would approach starting a business today as a 16-year-old with 1,000 euros in capital. The podcast is hosted by Bruno Casanovas and Alex Benlloch, founders of the Spanish streetwear brand Nude Project.

"I would make content," Vaynerchuk said. "The dollars don't scare me at all because it takes no dollars. I would spend every ounce of time learning AI. Like, from what OpenClaw is to Claude Code, to using it to think and ponder my ideas."

Vaynerchuk said he understood why people were still weighing AI's enormous potential against its possible drawbacks, but believes it will be a missed opportunity "to not take advantage of how profound this technology is."

"Much like the internet, much like computers, much like electricity, there will be pros and cons to big technologies. That is the story of man. That is life," Vaynerchuk said.

"This is the most opportunistic technology that has ever been invented," he continued.

Vaynerchuk then pointed to the founders' own success as proof of the internet's power, and said that younger generations often underestimate its impact because they have never known a world without it.

"For 7-year-olds right now, they will never understand how profound AI is," he said.

Vaynerchuk added that young people should use their free time to learn content creation, strategy, app-building, and how to use AI throughout their lives.

He said AI tools and agents could automate chores, save money, and find sold-out items at the best price.

If he were 16 today, he would fully immerse himself in learning tools such as Grok, Gemini, Nano Banana, and Higgsfield. "Everything, everything, everything. All of it," Vaynerchuk said.

The entrepreneur has long been optimistic about AI's potential. In 2023, he said the technology was "coming fast" and that he believed workers could adapt to the disruption it'd bring.

AI tools are lowering the barriers for startup founders and small-business owners to create marketing content, build early product prototypes, and automate routine tasks that once required a bigger budget, specialized expertise, or additional staff.

At the same time, as those tools become more accessible, creativity may be the defining factor in standing out.

• Companies including Meta, Amazon, and Visa have said they're trimming staff this year.
• Many firms, like Wix and Block, have cited the rise of AI as a reason they need fewer staff.
• See the list of companies letting workers go in 2026.

Big companies are still cutting jobs in 2026.

So far this year, dozens of major brands have laid off employees, continuing a trend of significant workforce reductions across a broad range of industries, including tech, media, finance, and retail.

While prominent brands continue to announce cuts, the broader economy shows that unemployment hasn't spiked. Economists frequently describe the environment as low-fire, low-hire.

The big change is AI.

Several companies, including Block, Coinbase, and Standard Chartered, have cited the impact of artificial intelligence as a key reason for the layoffs.

A World Economic Forum survey last year found that some 41% of companies worldwide expected to reduce their workforces in the next five years because of the rise of artificial intelligence. The survey also found that jobs in big data, fintech, and AI are expected to double by 2030.

Last year, Business Insider tracked layoffs at around 65 major companies, including Amazon, Meta, Paramount, and Starbucks. In 2026, we'll continue to track additional job cuts based on company announcements, WARN notices, and our own reporting.

Here are the companies with job cuts underway in 2026, listed in alphabetical order.

Amazon is laying off thousands of employees

Amazon said in January that it would eliminate around 16,000 corporate roles globally.

Beth Galetti, senior vice president of people experience and technology, described the January move in a company memo as part of broader efforts to cut back on bureaucracy inside the company.

The cuts followed mass layoffs from October 2025, when the tech and retail giant shed 14,000 roles.

In May, Amazon's Selling Partner Services team slashed additional jobs as it continued to reshape its organization.

"Following a recent review, we've made the difficult decision to eliminate a relatively small number of roles in our Selling Partner Services team," a spokesperson told Business Insider.

American Express is cutting 5% of its workforce

American Express took a $336 million restructuring charge as it plans to cut around 5% of its workforce, the company announced during its third-quarter earnings call.

It employed around 77,000 people by the end of 2025, meaning the layoffs could impact between 3,000 and 4,000 employees.

On the earnings call, the company also highlighted how AI has changed its internal structure.

"There's been a lot of talk about how companies are using AI to increase productivity, automate processes, and generally make their organizations more efficient," Stephen Squeri, Amex's CEO, said during an October earnings call. "We're using AI to do all of those things too."

Angi is cutting 350 jobs

Angi, the popular contractor listing site once known as Angie's List, said in January that it was cutting around 350 jobs "to reduce operating expenses and optimize the organizational structure in support of long-term growth." The company also said it's making the cuts "in light of AI-driven efficiency improvements."

In a January 7 SEC filing, Angi said that the cuts would save between $70 million and $80 million in annual spending. The layoffs will cost the company between $22 million and $30 million, according to the filing.

Atlassian is cutting 1,600 employees

Atlassian, the enterprise software company and maker of Confluence, said on March 11 that it will be cutting about 10% of its workforce as it invests in AI to reshape its organization.

CEO Mike Cannon-Brookes said in a statement that about 1,600 employees will be affected by the cuts.

"We fundamentally believe people and AI create the best outcomes. Our approach is not 'AI replaces people,'" Cannon-Brookes said. "But it would be disingenuous to pretend AI doesn't change the mix of skills we need or the number of roles required in certain areas. It does."

The company expects to incur $225 million and $236 million in restructuring charges, according to an SEC filing.

Barclays cuts 5,000 jobs

Barclays, the British financial institution, disclosed plans to cut around 5% of its workforce.

Anna Cross, the Group Finance Director of Barclays, said on an October 22 earnings call that the company expects more than GBP 1 billion in efficiency savings in 2027, which will involve reducing its head count by 5,000 full-time employees.

Cross said that 60% of affected workers are related to "support functions, including fewer developers as AI makes our people more productive."

The company reported Q3 pretax profit of GBP 2.3 billion — about $3 billion — up 12% from the same quarter a year earlier.

Barclays CEO, C.S. Venkatakrishnan, said that the company is moving to "drive even greater cost efficiency through deep technological transformation, reducing the unit cost of product, manufacturing, service and innovation."

British American Tobacco cuts 9,000 jobs

British American Tobacco said it will cut 9,000 jobs by the end of the year, about one-fifth of its workforce. The cuts will not impact the US arm of its business.

"We are building a future-ready organisation that is more agile, cost disciplined and technology enabled," CEO Tadeu Marroco said in the statement.

The company, whose cigarette portfolio includes brands like Lucky Strike and Dunhill, has stepped up its push in recent years into smoke-free alternatives, such as nicotine pouches and vapes.

Citi's job cuts continue this year

Citi will cut more jobs this year as part of its plan to reduce its workforce by 10%, or 20,000 employees.

In a statement on January 13, the bank said that it will continue to reduce head count in 2026.

"These changes reflect adjustments we're making to ensure our staffing levels, locations and expertise align with current business needs," a spokesperson for Citi said.

The plan was detailed in the company's January 2024 earnings report and could save the bank as much as $2.5 billion.

Cloudflare lays off 20% of its global workforce

Cybersecurity company Cloudflare on May 7 said it plans to cut roughly 20% of its global workforce, affecting more than 1,100 employees.

In an internal memo, Cloudflare executives said the company's use of AI has climbed more than 600% over the past three months, and that the rapid shift has forced the company to reconsider its structure.

"We want to be clear that this decision is not a reflection of the individual work or talent of those leaving us," Cloudflare executives wrote in the May 7 memo. "Instead, we are reimagining every internal process, team, and role across the company."

The company's shares fell more than 14% in extended trading following the announcement.

Coinbase is cutting 14% of staff

The CEO of Coinbase, Brian Armstrong, said in a letter to staff on May 5 that 14% of its staff would be cut, largely because of AI.

"AI is changing how we work. Over the past year, I've watched engineers use AI to ship in days what used to take a team weeks," wrote. "The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day."

Armstrong said this would mean fewer layers and faster decisions in the company. No pure managers, he said — all leaders will now be required to get stuck in and "get their hands dirty."

"AI is bringing a profound shift in how companies operate, and we're reshaping Coinbase to lead in this new era," he added.

Crypto.com laid off 12% of its workforce

Crypto.com CEO Kris Marszalek said in March that the company laid off 12% of its workforce, including "roles that do not adapt in our new world."

"Companies that move immediately and pair the best AI tools with top-performers will achieve a level of scale and precision that was previously impossible," Marszalek wrote in a post on X. "This is where we must go."

Dell cut 10% of its workforce

Dell cut its workforce by 10% for the third year in a row, the company said in its annual filing with the SEC.

As of January 31, 2026, the company had 97,000 employees, down 11,000 from the same time last year. The decline includes both layoffs and attrition, Business Insider reported.

eBay is expected to lay off 6% of its employees

eBay is set to eliminate about 800 jobs globally, making up 6% of its workforce. The company told Business Insider that it's taking steps to better align with its strategic priorities.

"We are grateful for the contributions of the employees impacted and are committed to supporting them with care and respect," a company spokesperson said in a statement.

Epic Games is cutting 20% of its workforce

Epic Games, the company behind Fortnite, said in March that it would lay off more than 1,000 people — about 20% of its workforce — as engagement with the game declined.

CEO Tim Sweeney said in a memo that the layoffs "aren't related to AI."

"To the extent it improves productivity, we want to have as many awesome developers developing great content and tech as we can," Sweeney said.

Estée Lauder is deepening its cuts, now to as many as 10,000 roles

Estée Lauder said in its May earnings report that it will deepen its previously announced cuts, which are now expected to affect up to 10,000 jobs.

More than two-thirds of the reductions are in cashier and demonstration roles at lower-performing retail and department stores.

Etsy

Etsy said August 5 that it is laying off about 220 employees, roughly 12% of its workforce.

"We will be saying goodbye to approximately 220 colleagues across the company, with most of the changes concentrated in Product & Engineering," the company's CEO, Kruti Patel Goyal, told staffers in a memo.

The company also reported its second-quarter financial results on Wednesday.

While Goyal's memo made no mention of AI or its potential threat to jobs, she said that the cuts were a preemptive move.

"The answer is that today's decisions aren't a reflection of this quarter or even this year, but of where Etsy needs to go next," she wrote.

Expedia laid off some employees

Expedia confirmed to Business Insider that it had laid off some employees on January 26 and had also posted new job openings. It's unclear how many of its workers were affected by the cuts.

"We are eliminating roles as well as opening some new roles as we remain disciplined about assessing the skills we need for the future," an Expedia Group spokesperson said in a statement. "We are also simplifying our structure and reducing organizational layers to move faster and with more accountability. These are not easy decisions, and we are grateful for the contributions of our colleagues who are impacted."

Freshworks is cutting 11% of staff

The San Mateo, California-based software company said in its early May earnings report that it would cut 11% of its staff in the second quarter. The company had about 4,500 employees at the end of 2025.

The cuts aim "to streamline the Company's organizational efforts and product development process" and increase AI across the company, according to the filing.

On an earnings call, CEO Dennis Woodside said about half the company's code comes from AI.

"Like many other software companies, that is definitely changing how we build products, how fast we can build products, and the amount of people that we need to build products," he said.

The company's stock slumped 35% from May 2025 to May 2026.

General Motors is axing 600 salaried employees

General Motors is cutting 600 salaried employees from its global IT division.

A spokesperson said the layoffs would enable it to "better position the company for the future," by ensuring GM has employees with expertise in AI-native development, data engineering, analytics, cloud engineering, prompt engineering, and AI workflows.

GoPro is laying off 145 employees

On April 7, GoPro said it would lay off about 145 employees as it tries to cut operating costs and restructure operations.

The layoffs make up 23% of its global headcount of 631 employees, the camera maker said in a regulatory filing.

The cuts will start in the second quarter of the year and will largely be completed by the end of 2026. The restructuring is expected to result in a charge of $11.5 million to $15 million.

The company cut about 15% of its staff in August 2024 to cut costs.

Groupon is reducing up to 400 positions globally

Groupon said on May 21 that it would cut up to 400 roles globally as part of a restructuring plan, according to a financial filing. It previously said it planned to rebuild as an "AI-native company."

The cuts are expected to happen by the end of the third quarter of 2026. Groupon is looking to generate $10 million to $12 million in gross savings in 2026.

"Up to half of this year's savings will be reinvested into AI infrastructure, talent density, and the tools and teams building the next version of the company," a spokesperson told Business Insider.

Groupon had 1,734 employees worldwide at the end of 2025, according to its annual report.

Heineken has a multi-year plan to reduce its workforce

Heineken is cutting 5,000 to 6,000 roles over the next two years to boost productivity and bring down costs, according to its latest full-year earnings report.

The company told Business Insider that the divisions and regions where the layoffs are due to take place are yet to be confirmed.

Heineken said in its 2025 report that it faced "subdued consumer sentiment" in the Americas, alongside a "challenging year" for brewers in Europe.

Intuit is laying off 17% of its workforce

Financial software company Intuit announced on May 20 that it would be cutting 17% of its full-time workforce.

The company shared a memo from CEO Sasan Goodarzi to employees that listed five reasons for the culling, including reducing management layers, focusing roles on "high impact work," and closing down two of its offices.

"These changes are a necessary evolution to reduce complexity and architect an organization that operates with the velocity required to fuel our growth engines," Goodarzi wrote in the memo, shared in a blog post on Intuit's website.

Laid-off employees in the US would receive 16 weeks of base pay, plus two additional weeks of pay for every year they have worked at Intuit.

The company said in a May 20 earnings report that restructuring costs from the layoffs would be about $300 million to $340 million.

Kenvue cuts 3.5% of workforce

Consumer healthcare brand Kenvue, which produces Tylenol, plans to cut 3.5% of its staff. Kenvue had about 22,000 employees globally, per its latest annual report.

The company wrote in a mid-February SEC filing that its board aimed to reduce complexity and drive operational efficiencies.

The company's layoffs and restructuring efforts are expected to cost $250 million in 2026, per the filing.

LinkedIn is laying off staff and 'scale back' other investments

LinkedIn CEO Daniel Shapero told employees on May 13 that it was laying off employees, and those in affected roles would receive a calendar invite. The jobs included positions in the Microsoft-owned company's Global Business Organization, marketing, engineering, and product teams.

"We need to reinvent how we work, with agile teams focused on our highest priorities, and by shifting investments toward areas such as infrastructure to fulfill our mission and vision over the long term," Shapero said in the memo.

Shapero also said LinkedIn would "scale back" investments in areas like marketing campaigns, customer events, and underutilized office space.

Lululemon laid off 100 part-time employees at its customer service center

The athleisure giant said it laid off 100 part-time employees to "strengthen the business." The affected roles are in the company's North American contact center.

"After careful consideration, we have made the decision to transition our North America GEC to a full-time employee staffing model. As a result, approximately 100 part-time positions in our GEC have been impacted," a Lululemon spokesperson said.

Meta lays off workers at Reality Labs and other divisions

Meta began laying off employees across multiple teams on March 25, including Reality Labs, Facebook, recruiting, sales, and global operations.

The cuts come as the company ramps up spending on AI infrastructure and talent, alongside broader cost-cutting efforts. Meta said the changes are part of ongoing restructuring to better align teams with company goals, while exploring other roles for affected employees where possible.

Meta first began preparing to slash jobs within its Reality Labs division, the unit responsible for Mark Zuckerberg's metaverse ambitions, in January, three people familiar with the matter told Business Insider at the time.

Two employees said that teams working on virtual reality headsets and Horizon Worlds, the company's VR social network, would be disproportionately affected.

Meta has shifted away from virtual reality in recent years in favor of spending hundreds of billions of dollars on beefing up its AI capabilities.

Nike laid off workers in two rounds

Nike is cutting roughly 1,400 jobs, mostly from tech, as part of a broader push to streamline operations and revive growth.

In a memo to staff on April 23 obtained by Business Insider, Chief Operating Officer Venkatesh Alagirisamy said the layoffs are tied to the company's "win now" turnaround plan, which focuses on improving culture, product, marketing, marketplace strategy, and in-person retail. He described the effort as entering its "final stretch."

This is Nike's second layoff in 2026. Nike said on January 26 that it planned to lay off 775 employees across Tennessee and Mississippi, citing efforts to "streamline" its distribution center operations.

"We are sharpening our supply chain footprint, accelerating the use of advanced technology and automation, and investing in the skills our teams need for the future," Nike said in a statement to Business Insider.

Oracle's headcount fell 13% in a year

Oracle's workforce shrank by roughly 21,000 employees, or 13%, over the past year, bringing its headcount to 141,000 as of May 31, according to a 10-K filing released on June 22.

"The adoption and deployment of AI technologies across our operations have resulted, and may continue to result, in reductions to our workforce," Oracle wrote in the filing.

Oracle also disclosed that restructuring costs surged in fiscal 2026. The company spent $1.84 billion on severance and other exit costs, up from $374 million in the prior year.

The reduction in workforce comes as Oracle continues to invest heavily in AI infrastructure.

Papa Johns is restructuring

Papa Johns said it is laying off 7% of its corporate staff amid a broader restructuring.

The pizza chain said it will also close 300 locations in North America through 2027, starting with 200 this year.

"Optimizing our restaurant portfolio and strategically closing underperforming restaurants are among the most impactful actions we can take to improve restaurant profitability and fleet health," Papa Johns CFO Ravi Thanawala said during the company's fourth quarter earnings call on February 26.

Patreon, a creator economy company, laid off 20% of staff in July

Patreon announced layoffs in July.

The creator economy company is laying off 93 employees — roughly 20% of the company — per a memo its CEO, Jack Conte, shared publicly.

Conte wrote that the "market in which we operate has undergone profound change over the last 6 months," and that Patreon needs to cut costs to "remain a stable, dependable rock for our creators."

Pinterest is expected to lay off 15% of its workforce

Pinterest announced a global restructuring plan that includes layoffs affecting less than 15% of its workforce, according to a January securities filing. The cuts come with reductions in office space.

"We are making organizational changes to further deliver on our AI-forward strategy, which includes hiring AI-proficient talent," a Pinterest spokesperson said.

"As a result, we've made the difficult decision to say goodbye to some of our team members. We are grateful for their service and supporting them with separation packages and benefits," they added.

Saks laid off 16% of its corporate staff, among other job cuts

Saks Global, the beleaguered parent company of Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, conducted several rounds of layoffs as it closed stores and trimmed its corporate staff

In April, the company cut about 16% of its corporate staff, representing less than 4% of its total workforce.

"Following the strategic actions we've taken to secure long-term financial stability, sharpen our focus on luxury and full-price selling, optimize our operational footprint, and exit non-core businesses, we are right-sizing our corporate organization to align with our go-forward strategy," a Saks spokesperson told Business Insider.

The cuts followed Saks's closure of dozens of stores and fulfillment centers in the first quarter, resulting in layoffs.

Saks filed for Chapter 11 bankruptcy in January.

Sprout Social cut 20% of staff — about 260 employees

Sprout Social — a social media management program — announced on July 15 that it will cut 260 jobs, or about 20% of its workforce.

In a letter about the reduction in force, CEO Ryan Barretto said the cuts were due to rapid industry changes.

"This decision is not a reflection of their talent or commitment," Barrett said. "We made this decision because we believe it was the right one for Sprout's future. Our industry, and software more broadly, is changing quickly, and the way companies need to operate and invest has changed with it."

Affected staff will be offered a 12-week severance package, plus an additional week of pay for every year of tenure, fully-paid health benefits for six months, and a cash payment equal to the value of their equity shares that would have vested in the next 90 days.

Standard Chartered plans to eliminate 15% of corporate functions over the next 4 years

Standard Chartered plans to cut 15% of corporate function roles over the next four years, the company said on May 19.

The bank, headquartered in London, credited AI as a driver for the reductions.

"It is not cost-cutting, but it is replacing, in some cases, lower-value human capital with the financial capital and the investment capital that we are putting in," CEO Bill Winters said in a media briefing, Reuters reported.

The company added in a statement: "We are combining the best human talent with AI, investing to support our people into higher-value roles."

T-Mobile cut some jobs

T-Mobile cut some staff in early 2026, though the scope of the layoffs is unclear. Some workers posted on LinkedIn saying they'd been affected by the changes in January.

"As the next step in our evolution, we're making some changes while continuing to hire to ensure we have the right focus, structure, and momentum to keep changing the industry through innovation and our long-standing focus on customers," T-Mobile told Business Insider in a statement.

Tailwind cut 3 of its 4 engineers

Tailwind, a popular web tool, said it cut three of its four engineers in January, citing an AI-driven decline in revenue.

"75% of the people on our engineering team lost their jobs here yesterday because of the brutal impact AI has had on our business," CEO Adam Wathan wrote in a GitHub comment on January 6 that made waves in the tech community.

Target is cutting 500 roles from its distribution and regional offices

Target confirmed to Business Insider in February that it would cut 100 district office roles and 400 supply chain positions. It plans to invest instead in additional labor hours at stores to improve the shopping experience and return to growth.

The store improvement effort is a signature priority of the retailer's new CEO, Michael Fiddelke, who started on February 1.

In November, Fiddelke said the company intends to invest an additional $1 billion in capital expenditures for 2026, an increase of 25% from 2025.

TikTok lays off 250 employees

TikTok is laying off 250 employees and closing an office in Nashville, according to documents filed with the Department of Labor and Workforce Development in Tennessee.

A spokesperson for TikTok US Data Security, a joint venture established in January 2026 to oversee TikTok's US operations, said closing the office will "streamline our operations and better align our teams for long-term growth."

The Nashville office will close in October, according to the documents.

UPS said it will eliminate 30,000 jobs

UPS CEO Brian Dykes told analysts during the company's fourth-quarter earnings call that the company plans to reduce its operational workforce by 30,000 in 2026.

"This will be accomplished through attrition, and we expect to offer a second voluntary separation program for full-time drivers," Dykes said.

He told analysts that the company has identified 24 buildings for closure in the first half of 2026 and will continue to evaluate additional buildings for closure.

Verizon is selling 274 retail stores, affecting about 3,000 workers

Verizon said in July that it would transition 274 retail stores into franchise locations as part of ongoing changes at the telecom giant.

The company said about 2,500 retail workers and 500 corporate roles would be cut, and that typically around 70% of store employees accept jobs under the new franchisees.

The move comes two months after Verizon laid off several hundred corporate employees, or about 1% of its head count, as the company reallocates workers across its overall business.

Volvo is cutting 2,500 global jobs

Volvo's CEO, Håkan Samuelsson, said the luxury automaker is facing "a very tough environment with strong external challenges," including a fierce Chinese car market, US tariffs, and continued high-priced investments in a new lineup of electric vehicles.

The company said it is cutting 2,500 employees globally — including 2,000 in Sweden — to save around $530 million in response to those headwinds.

Volvo is also ending consultant contracts and planning some targeted employee exits, the company said in a press release.

Walmart said it would cut or relocate 1,000 corporate jobs

Walmart told employees on May 12 that it would cut or relocate about 1,000 corporate jobs to address redundancies and duplicate roles.

Suresh Kumar, Walmart's chief technology and development officer, and Daniel Danker, executive vice president of AI acceleration, product, and design, announced the changes in a memo.

"We've made changes to simplify how the work is organized, make ownership clearer, and better align roles to the work and skills we need going forward," the memo said.

The move follows Walmart's May 2025 decision to cut 1,500 corporate roles as part of an effort to "remove layers and complexity."

The company employed 2.1 million people as of January.

WiseTech is cutting 30% of its workforce

Logistics software maker Wisetech is cutting 2,000 jobs, or 30% of its staff, citing AI-driven efficiency gains.

In a conference call on February 25, CEO Zubin Appoo embraced AI and said that it means more productivity, in less time, and from fewer employees. The Sydney-based company employed about 7,000 people, according to its annual report released in October.

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

Wix CEO said the company is set to cut 20% of its workforce

Wix, which provides website-building software, is reducing its workforce by 20%, the CEO told employees in a memo published on X on May 28.

The Israel-headquartered company employs about 5,300 workers.

CEO Avishai Abrahami cited the "fast evolution of AI capabilities" as a reason for the cuts and said the company needed to become a "faster, leaner, and flatter organization."

Workday is cutting jobs

Workday is cutting about 400 jobs, and said on February 4 that the move will help the enterprise software company redirect resources toward priority areas.

The layoffs will primarily affect customer-facing roles that are "non-revenue generating," Workday said in a regulatory filing.

The cuts represent roughly 2% of its workforce and are expected to result in about $135 million in charges in the fiscal fourth quarter, which ended in January.

Workday announced a larger round of layoffs about a year ago, citing the need to invest more heavily in strategic areas such as AI. The company reported about 20,600 employees as of late October.

Visa is cutting roughly 7% of its workforce

Global payment technology company Visa confirmed to Business Insider that it's cutting about 2,600 jobs.

That's roughly 7% of the company's employee footprint.

"To capture the opportunities ahead and best position Visa to lead this transformation, we must continue evolving how we work," CEO Ryan McInerney wrote to staff in an internal memo, according to Bloomberg. "AI is also helping to accelerate this evolution and shape the way work gets done at Visa."

Zillow cut 500 employees

Zillow CEO Jeremy Wacksman announced on August 4 that the company was cutting 500 employees as part of "organizational changes."

As of December, Zillow had around 7,000 employees, so the changes are affecting about 7% of its workforce.

"These changes are about ensuring we have a disciplined cost structure and getting more efficient, with the right people in the right positions," Wacksman said in a blog post.

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Dropbox is cutting roughly 200 workers

Dropbox announced on October 28 that it is cutting roughly 200 roles, or 9% of its global workforce.

"Delivering on that strategy requires concentrating our resources on the priorities that will have the greatest potential for customer impact and growth," Dropbox co-CEO Ashraf Alkarmi wrote in an email to employees.

Alkarmi said while Dropbox was profitable, it had to make "hard choices."

The affected roles are in the company's Engineering, Product, Design, and G&A teams. Alkarmi also wrote in the email that Dropbox's chief technology officer, Ali Dasdan, would be spending down.

• Meta is offering CEO Mark Zuckerberg a $20 billion stock deal to keep him close to its headquarters.
• The move speaks to a common belief that the best work happens when everyone is together in person.
• Research suggests companies with far-flung CEOs pay a price for that distance.

Meta wants more than rank-and-file employees at the office. It wants CEO Mark Zuckerberg there, too — even if that comes at a hefty price.

The tech giant's board said in a securities filing Wednesday that it would create a new class of non-voting stock in part to keep Zuckerberg in control and give him a financial incentive to continue living near its headquarters. It described his presence at the office as "critically important" to its future success. Meta has required employees to come in at least three days a week since 2023.

Zuckerberg previously told the board he was considering moving in response to a proposed California billionaire tax. The stock deal would give the CEO $20 billion in "immediate liquidity" to cover the tax by selling stock without losing control of Meta, the filing said.

That arrangement carries particular weight at Meta, where Zuckerberg is leading the company's AI push. It also speaks to a common belief that has driven return-to-office mandates: The best work happens when people — including senior leaders — are physically together.

Staying local

Cole Rubin, cofounder of sports technology company FanFeed, said CEOs and other execs are sending a message to employees by physically working alongside them.

"You're not going to question why you're working long hours if you actually can see the leader doing the same," Rubin told Business Insider.

Having bosses in the office can also help a company move faster when unexpected opportunities arise, he said. Employees can walk into a leader's office, get an immediate answer, and act before the moment passes.

"It's not the scheduled calls where the magic happens," Rubin said. "When you have the decision-maker there, it gives people a lot of freedom to be able to feel heard."

A leader's presence is especially important during crises, said Bill George, former chairman and CEO of Medtronic, a medical-technology company. Being together lets executives quickly assess what has happened, gauge employees' reactions, and decide on a course of action.

"We've got to really feel what's going on emotionally, and we actually physically have to discuss it," he said.

George also noted that RTO demands placed on workers can ring hollow if the CEO doesn't follow them. "You've got to be there if your employees are there," he said.

Long-distance tradeoffs

Meta wouldn't have been the first company with a long-distance CEO if Zuckerberg had opted to leave the Golden State.

Brian Niccol was living in California when he was named CEO of Seattle-based Starbucks in 2024. The coffee chain had agreed as part of his hiring package not to require him to relocate. Later, it built a 4,624-square-foot satellite office five minutes from his home so he could work alongside colleagues, Business Insider first reported. Niccol has since purchased a property in Seattle.

Companies with long-distance CEOs don't perform as well on average as those with leaders on-site, according to a 2025 study by Boston College and Arizona State. They also have lower valuations and worse insider reviews, the findings show.

Meta's decision to woo Zuckerberg to stay in California was made by a special committee on its board, which said it was informed by challenges the company faced when he couldn't be physically present with management during the pandemic.

The committee said it didn't want Meta "to face similar challenges going forward."