• Microsoft is offering buyouts to about 60,000 employees.
• The offers are individualized to each employee based on their level, location, and tenure.
• Business Insider reviewed offers to show what employees get when they leave the company.

As Microsoft sends out its buyout offers to more than a quarter of its workforce, specific offers reviewed by Business Insider reveal exactly what employees get if they choose to leave the company.

The offers are individualized for each employee based on their level, location, and tenure. Those reviewed by Business Insider confirm that the US buyouts align with the company's US standard severance offers. A Microsoft spokesperson said about 60,000 employees would be eligible for the buyout.

Microsoft uses a levels system to represent seniority, from entry levels starting at 59 to senior levels at 70, or vice president. The company offered buyouts to employees on select teams in the US, Canada, India, and the UK at level 70.

Offers reviewed by Business Insider show employees at internal levels 64 and below were offered one week of base pay per six months of service, and employees at levels 65 to 67 were offered two weeks of base pay per six months of service.

Buyout offers also include continued regular stock vesting and health insurance. The standard stock-vesting severance offer is six or 12 months for levels 67 and below, based on years of service.

Eligible employees will have until early December to decide whether to take the offer and exit at the end of the year, and there are no plans for another buyout at this time, a Microsoft spokesperson said.

Standard severance is capped at 39 weeks of base pay for levels 67 and below, while the standard severance offer for level 68 includes 12 months of salary.

Earlier this year, Microsoft rolled out a voluntary retirement program for employees. About 7% of Microsoft's US workforce, or about 8,750 people, were eligible at the time. As Business Insider previously reported, Microsoft's voluntary retirement program offer also aligned with the company's standard severance offer, including continued regular stock vesting for six or 12 months, based on years of service.

Earlier this year, another tech giant, Google, offered buyouts to staff in its business unit, Business Insider previously reported.

As more tech companies offer buyouts, some human resources professionals previously told Business Insider that this approach could soften job cuts, and also that when they're made available to workers of all tenures, companies risk losing talent.

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• Skydance, formed by the merger of WBD and Paramount, told employees to return to the office five days a week or take a buyout.
• Many Paramount employees had been working fully in person, while WBD staffers were generally at three days a week.
• Read the memo from Skydance's HR team detailing the standard buyout offer.

David Ellison's Skydance just shared its buyout offer for employees who don't want to return to an office five days a week.

Staffers across the company, which was formed by the merger of Paramount and Warner Bros. Discovery, were told on Monday that they'd soon have to work fully in person. The company didn't say if there were any exceptions to its new RTO mandate.

Eligible employees who aren't willing to work in person can opt to take a standard buyout package of two weeks of severance for every year they've been at Paramount or WBD, two people familiar with the offer told Business Insider.

Most eligible employees will receive that offer, a person familiar with Skydance's proposal said, though there could be exceptions on the timing or the amount received.

Staffers who've been offered severance must decide whether they're leaving the company by 11 p.m. ET on November 8, an HR email viewed by Business Insider said.

Paramount staffers assigned to an office had been required to work from an office five days a week since earlier this year, while WBD workers had been working in an office at least three days a week.

"We recognize that as we bring our teams together, not everyone will see their future here," Skydance's HR team said in an email to staffers.

Skydance's HR email said this buyout "is a one-time offer" and told employees that there are "no additional" offers planned.

Read the full email Skydance's HR team sent below:

As David and Ynon shared earlier today, we recognize that as we bring our teams together, not everyone will see their future here. For some, it may be the in-office policy or the pace of change. For others, it may instead reflect personal or professional goals. To give employees the option to decide what is best for them, we are offering a one-time Voluntary Buyout (VBO) Program to eligible employees.

A VBO gives an eligible employee the opportunity to volunteer to leave the organization in return for a separation package. You are receiving this email because you meet the eligibility criteria and may choose whether to participate in this program. We recognize this is an important personal decision. Please carefully consider the opportunity and notify us of your decision to accept or decline no later than 8:00 p.m. PT on November 8, 2026.

Before you decide, please keep the following in mind:

• Participation is entirely voluntary.
• This is a one-time offer; no additional BO programs are planned.
• If you do not respond by the deadline, you will be considered to have declined the offer.
• Once submitted, your decision may only be changed during your opt-in window.
• You may wish to consult a personal financial, tax, or legal adviser before making your decision.

Please click here to indicate your decision and to review additional information, including an estimate of your severance and benefits.

We value your contributions and we want you to feel supported and informed as you consider your decision. For FAQs related to the VBO and our return-to-office policy, please visit the Skydance Integration Hub. For additional questions about the program or your individual offer, please visit My Paramount.

• Film producer Tommy Harper is shutting down his micro drama app VeYou after about six months.
• Harper, who sought to build the "HBO" of the genre, said he would still produce for other platforms.
• The micro drama space has shifted as tech giants push in.

The app that wanted to be the "HBO" of micro dramas is shutting down.

Prolific film producer Tommy Harper is shutting down his app, VeYou, after about six months. A message on VeYou said the service would end November 6.

Harper told Business Insider he would continue producing series, distributing them via TikTok's micro-drama app PineDrama, YouTube, and other partners.

Harper, whose credits include "Star Wars" and "Top Gun: Maverick," is one of several Hollywood vets trying to bring their prestige sensibility to micro dramas, the soapy, low-budget series that got their start in China and have exploded in the US.

The move shows how fast the space is changing as Big Tech companies lean in. Micro dramas — also called "verticals" — cost a fraction of a traditional feature-length movie, but apps often lose money because of the high cost of marketing, and VeYou didn't have massive financial backing.

"In the past year, TikTok, Meta, and YouTube all moved hard into short drama," Harper emailed. "When the three biggest attention platforms commit to a format, distribution is decided. The opportunity for an independent company is to be the best supplier to those platforms, not to compete with them for installs. So we're focused where we have the edge: making the shows."

Harper raised an undisclosed amount of seed funding for VeYou from investor S32, a venture firm started by Google Ventures founder Bill Maris, who's also backed 23andMe, Impossible Foods, and Nest. VeYou has made a handful of originals, starting with "Love Under Fire," a romance drama starring Kasey Esser, who wrote the series alongside Harper.

The micro drama market is changing fast

The micro drama space has changed dramatically in recent months.

In the past year, AI-generated characters have increasingly taken their place alongside human actors, and free, ad-supported offerings are competing with the "freemium" apps that had dominated the landscape.

A report by media consultancy Owl & Co. found two-thirds of films released by leading apps in the third quarter of this year outside China were AI-generated, up from 3% in the first quarter.

TikTok's free app PineDrama rolled out in January, and by the third quarter, it accounted for more than half of all micro drama views across 16 leading apps, according to the Owl & Co. report.

Other tech giants have also moved quickly into the space and made themselves bigger viewing destinations for micro dramas.

YouTube released a new feature that allows creators to bundle their short videos in a series of episodes or seasons, designed to be viewed sequentially.

On Meta, the dominant platform used by micro drama apps to acquire customers, some apps are running portions of their films lasting 20 minutes or more as ads to get people to subscribe.

Lori Golden-Stryer, the CEO of RIVR Media, a producing partner for VeYou, said VeYou's films set themselves apart through their scripts, acting, and direction. She said she was encouraged to see its series perform well on TikTok, based on platform data and her company's monitoring.

"People want live characters," she said. "I don't think they want AI. I've seen a lot of different verticals, and I'd like to think ours were a little cut above."

• Nvidia's sales and marketing leadership is changing as its sales pitch evolves.
• Veterans are retiring, opening the door to internal succession and outside hires.
• Nvidia CEO Jensen Huang's daughter Madison is also gaining influence.

Nvidia's sales and marketing organizations are seeing a changing of the guard as the AI boom reshapes demands on leadership.

Veterans at Nvidia are retiring, opening the door for longtime employees. And CEO Jensen Huang is tapping talent from outside the company — and outside the chip industry — to meet new challenges.

Nvidia's sales pitch has evolved. It has already convinced companies to choose its chips. To keep growing, it has to convince more businesses to adopt AI. These customers care less about hardware specifications than how Nvidia's AI can be put to work.

Leadership changes are most visible in sales and marketing, said former vice president of corporate marketing Greg Estes, while other areas of the company, such as finance, legal, operations, and software and hardware engineering, have remained relatively stable.

In marketing, Nvidia tapped Google Cloud executive Alison Wagonfeld to become its first chief marketing officer earlier this year, while Microsoft veteran Nick Parker became its new sales chief in August. Neither comes from the chip industry, though both bring years of experience helping businesses adopt software and cloud services.

At the same time, Huang's daughter Madison has gained influence beyond her formal marketing role, two former employees said.

Huang regularly reshapes Nvidia as the business evolves, said Scott Baker, a sales VP who retired in July after 26 years.

"It's truly a battleship spinning on a dime, and everyone gets aligned," he said.

Nvidia did not respond to requests for comment from Business Insider.

A 'deep bench' of younger Nvidia talent

Retirees this year include former sales EVP Jay Puri, VP of enterprise marketing Laura Fay, SVP of enterprise business Shanker Trivedi, and sales VP Kevin Connors.

Fay said Huang doesn't want to lose longtime executives, many of whom he personally recruited. But as they move on, the next generation is getting a chance.

Before leaving in April after 17 years, Trivedi made mentorship part of his mission. He was ready to pass the baton after years of grueling travel and seven-day workweeks.

"Time stops for nobody," the 69-year-old said.

Trivedi said Nvidia has a "deep bench" of younger sales and marketing talent who know its culture, market, and partners inside out, including Raj Mirpuri in AI cloud infrastructure, Kimberly Powell in healthcare, and Kari Briski in AI software.

When he retired, the company divided Trivedi's responsibilities among multiple leaders. As Nvidia's revenue soared during the AI boom, his job had ultimately become too big for one person.

"Better to flatten the structure and gain velocity," he said.

Another Huang is gaining influence

One insider bringing an unconventional background to Nvidia's marketing ranks is Jensen Huang's daughter, Madison Huang.

Madison formerly worked at French luxury conglomerate LVMH in hospitality marketing before joining Nvidia as an MBA intern in 2020. She has quickly ascended to senior director of product marketing for physical AI.

One former employee said Madison's experience working on luxury brands brought a fresh perspective to a marketing team traditionally staffed by semiconductor veterans.

Job titles can be fluid at Nvidia, and a second former employee said Madison's remit extends beyond physical AI marketing. They said she exerts authority across multiple parts of the company and directs teams at all levels on strategy and business decisions.

Madison is also among a small circle of executives known to travel with her father. And their close relationship gives her the ability to anticipate his needs during high-level meetings and appearances, the first former employee said.

"She 'speaks Jensen' very well," the former employee said, "so he doesn't have to explain himself to her."

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• Skydance announced new leadership for its ad business weeks after the Paramount-WBD merger.
• In a memo to staff, Jay Askinasi, chief revenue officer for advertising, named the leadership team.
• The announcement was the latest leadership shake-up following the merger earlier this month.

Skydance has announced new leadership for its combined advertising business following the Paramount-Warner Bros. Discovery merger, according to a memo viewed by Business Insider.

Jay Askinasi, Skydance's chief revenue officer for advertising, outlined the new leadership structure for the "unified Skydance Advertising organization." Following the completion of the $110 billion merger this month, Skydance's portfolio includes Paramount and Paramount+, Warner Bros., HBO and HBO Max, CBS, CNN, and more.

Askinasi said going forward that the leadership team would include:

• Danielle Carney, head of US sales
• Jill Steinhauser, head of ad partnerships
• Christine Hong, head of revenue operations
• Chris Brady, head of Skydance Media Labs
• Ed Romaine, head of ad marketing
• Evan Giamanco, head of product strategy and measurement

Askinasi said Steve Ellis would continue as chief operating officer for advertising, a position he has held at Paramount since 2022, and integration lead. He also said Lee Sears would continue to lead Paramount's international advertising business as part of its leadership team while execs "evaluate the WBD international business and determine the right structure for the new Skydance group."

Askinasi also thanked Ryan Gould, president of ad sales and go-to-market at Warner Bros. Discovery, and Bobby Voltaggio, president of ad sales and platform monetization at Warner Bros. Discovery, and said they would "continue to partner" with him "throughout the fourth quarter."

"This team reflects how we intend to work: with clear ownership, fewer layers, and leaders who are close to the work," Askinasi told staffers in the memo. "We will organize around how clients plan and buy, elevate our strongest IP and creative capabilities, and use shared data and intelligence to make faster, better decisions."

A representative for Skydance did not respond to a request for comment.

Several other leadership moves have been announced since the merger's completion. Another leaked memo on Thursday revealed changes to Skydance's product and tech team, which included the departure of four Warner Bros. Discovery executives.

• The CEO of ASML is tying his compensation to a personal mission to boost employee morale.
• Christophe Fouquet told employees in a memo seen by BI that ASML would link exec pay to employee satisfaction.
• It comes amid a major reorg at Europe's most valuable firm, which supplies chipmaking equipment to TSMC and Intel.

The CEO of Europe's most valuable company is linking his pay to a personal mission to boost employee morale.

Christophe Fouquet, the CEO of Dutch tech firm ASML, said last week that the company will incorporate employee satisfaction into its compensation strategy for top executives in an effort to quell discontent over a major reorganization, per a memo to employees obtained exclusively by Business Insider.

Fouquet was responding to the results of an annual survey that polled more than 38,000 of ASML's roughly 44,000 employees.

The survey results, seen by Business Insider, show that ASML's employee engagement index — a measure of worker satisfaction — fell from 78% last year to 73.5% this year.

In the memo, Fouquet said that the declining employee engagement scores "reflect a period of significant change" and acknowledged that it had been a "disruptive and emotional year" for the company.

He added that ASML's executive team had highlighted six questions in the survey and combined them into a new Workplace Experience Index, which would be incorporated into the company's Long-Term Incentive plan for executive compensation.

"In the coming years, it will directly influence the remuneration of senior leaders, including the Board of Management," Fouquet wrote, adding that strengthening the company's culture and reinforcing its values would be a personal priority in the coming year.

The six questions include whether employees feel they can share their opinions without fear of retaliation and if they have confidence in ASML's senior leadership team.

Employees will also be polled on whether they have a clear understanding of their role, whether they think their teams are operating efficiently and are well organized, and whether they feel their direct manager shows they care about them as an individual.

"We recognize the role that leaders play in creating a good workplace, and we now strengthen our commitment by including the workplace experience index in the remuneration of senior leadership, including our Board of Management," an ASML spokesperson told Business Insider.

It comes as ASML, the only firm on the planet capable of building the advanced EUV lithography machines critical for chipmakers like TSMC and Intel, attempts to slash bureaucracy with a sweeping org chart reorganization.

ASML announced in January that it could cut 1,700 jobs to reduce management layers and focus on engineering. Leaked documents previously reported by Business Insider show that these ongoing efforts have focused on reducing the number of managers at the company. The company later said it expected to cut fewer jobs than initially planned.

The ASML spokesperson said that its organizational changes were "necessary to strengthen ASML's ability to innovate" for its customers, but it also recognized they were "disruptive" for staff.

Going against tech's 'hardcore' trend

Major companies tying executive pay to employee satisfaction is uncommon, but not unheard of.

Companies like IBM and Aviva have previously included employee engagement in their compensation targets for top executives.

ASML's decision, however, runs counter to the cultural winds of Big Tech, which have seen some companies embark on relentless layoffs and push employees to work longer hours as part of a "hardcore" working shift.

Meta was an early, prominent leader of this push, with a series of layoffs that began in 2023 during Mark Zuckerberg's "year of efficiency" and, last year, cutting "low performers." CTO Andrew Bosworth at one point suggested that employees who disagreed with the company's direction should "consider working elsewhere."

Executives have since acknowledged internally that Meta went too far with its efficiency push, with Bosworth telling workers that morale at the company was almost the worst it has ever been.

Fouquet's memo to employees came days before ASML raised its 2026 sales forecast and pledged to accelerate production of its unique lithography machines as the AI boom fuels surging demand.

The company's machines are vital for producing the advanced semiconductors used to train and run AI models, and the rapid buildout of AI data centers has pushed ASML's shares up 45% this year.

One major prospective customer for the Dutch firm is Elon Musk, who is racing to build a massive semiconductor factory dubbed "Terafab" in Texas. Business Insider previously reported that Musk gave a virtual presentation to a private ASML employee conference in June to pitch Terafab, which is a joint project by Tesla and SpaceX.

Editor's note: October 23, 2026 — This story was updated to include a statement from ASML.

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• Fox-owned Red Seat Ventures is going after Substack's turf with a new newsletter option.
• CEO Chris Balfe said the company has had an early success with Tony Hinchcliffe's paid offering.
• The home of Tucker Carlson and Nancy Grace is also on the hunt for more big creators.

Fox's Red Seat Ventures is coming for Substack.

Led by Chris Balfe, Red Seat made its name running sales and production services for podcasters including Tucker Carlson, Megyn Kelly, and Nancy Grace.

Now, as the lines between creators, podcasters, and writers continue to blur, it's adding newsletter functionality to its stack. The newsletter feature will live under Supercast, a company Red Seat bought this year that offers a menu of subscription options like livestreaming for creators. They can now build free and paid newsletters and track their performance on a dashboard. The newsletter feature is included in Supercast's base pricing of $0.59 per subscriber per month, with custom pricing available for big networks and media companies.

"We want to be a one-stop shop for creators," Balfe told Business Insider. "Whereas Substack has done a really good job going after written-first creators, and then adding podcasting capability on top of that, we're going at it from the other direction and saying, for most of the creators that we work with, their audio and video is their main business. So, let's add other features like email and livestreaming."

Balfe pointed to comedian Tony Hinchcliffe of "Kill Tony" as an early example of Red Seat's success in using a multifaceted approach. Since launching a subscription, Kill Tony+, Hinchcliffe has signed up thousands of people who get his uncensored, ad-free show and bonus content.

Hinchcliffe plans to create another, super-expensive tier where people would pay to get roasted by him, Balfe said.

"It would be like $10,000 or something like that to roast you," Balfe said. "We will sell out of these so bad."

He also pointed to an early pilot of Supercast's livestreaming with "This American Life," which drew more than 1,700 paying audience members.

Red Seat is aiming for 10 big deals

Balfe wants to make Red Seat a creator-economy juggernaut, with some 200 shows. The company has around 30 shows now and is looking to do a lot more deals quickly, especially in sports, lifestyle, entertainment, and tech. Red Seat's top creator deals generally pay a minimum guarantee against projected sales.

"We really want to accelerate our rate of dealmaking," Balfe said. "I think if we did 10 big deals in the next 12 months, that would be big."

Balfe disagrees with industry insiders like iHeartMedia CEO Bob Pittman, who say podcast distribution deals are getting too expensive. He said there was strong advertiser demand and that hosts have the ability to branch out into other areas. Balfe said he's doing deals where the show itself accounts for as little as 60% of the revenue, with the rest coming from other projects.

Balfe also sees the potential for creators to make longer deals. YouTubers are often used to getting short-term ad deals, while Red Seat is pushing for 12-month partnerships for its clients, he said.

"We're trying to do annual deals," he said. "YouTubers are attracted to that sort of consistency that the podcast business model has allowed."

Podcasts are TV now

Podcasting has become more of a video-first medium as it has evolved from its audio roots.

Forty-four percent of US podcast consumers watched a video podcast in the past week, up from 40% in 2025, according to a report from trade group Sounds Profitable released this month. YouTube is the top podcast platform, used by 63% in the past 12 months, ahead of Spotify (33%), Netflix (21%), and Apple Podcasts (15%).

Balfe thinks video will continue to grow its share of the pie. People are watching more podcasts on YouTube, especially on TV screens. Spotify is making the case that video consumption outperforms audio on its platform.

Major streamers are also hungry for podcasts, and linear TV players like Versant's MS NOW are looking for lower-cost programming to fill their schedules. Red Seat's shows aren't running on Fox's linear networks today, but Balfe said it's only a matter of time before that happens.

"I look at the next phase of video opportunities, and we have every streamer that wants our content now: Hulu, Peacock, and Amazon Prime, and Paramount Plus," Balfe said. "We also have the linear guys that are starting to come to us and say, 'Actually, what you're producing looks kind of like a talk show. Maybe we should just put it in late night or daytime.'"