• Microsoft is offering buyouts to around 60,000 employees.
• Chris Williams, former Microsoft VP of HR, said waiting for a better offer may or may not backfire.
• He shared what employees who are offered a buyout should consider and what they may not realize.

Microsoft is offering buyout packages to some 60,000 employees, or more than 25% of the workforce. That's a huge number in any terms, and it sent a signal and shock wave through the industry this week.

I'm the former VP of HR for Microsoft, and although I've been away from the company for some time and have no insider information, having been on the inside at Microsoft and in the industry for 50 years, here is what Microsoft employees should be considering — and what they may not realize about taking a buyout offer.

Your buyout offer may or may not be the best offer you get

During a buyout, position, tenure, level, and other factors are taken into account for each bespoke offer. The offer is likely to include compensation, benefit continuation, and possibly some acceleration or continuation of equity vesting.

That said, Microsoft might not offer more generous buyouts than severance packages, but companies usually offer better terms to people who take a voluntary separation than people who get laid off. That is not only to induce employees to go voluntarily, but also because the costs to the company are less if these workers voluntarily leave. There is less legal risk, time, and expense. It's also simply easier for the company to manage.

If you're offered a buyout, I usually find it could be the best offer you'll get. If it's not, you could be settling for the same offer as someone in a layoff and miss out on collecting unemployment.

A buyout can force some very hard career choices

If you get a buyout offer, looking at your budget should be your next step. Does the offer provide you with enough to retire? Enough to support an extended job search? The buyout can be a good forcing function for some very hard career choices.

Spend time looking at your cash flows, and pay particular attention to benefits. For many, healthcare costs are a substantial part of their budget. Weighing the buyout offer against continued coverage is often a tipping point in the decision.

Also consider any equity vesting dates you may have. Compare when you might vest with and without the offer, as those dates can mean a significant change in your investments. Whether you should take the buyout is highly dependent on both the offer and your situation. If you had retirement anywhere in sight, this offer might be just the trigger you need to move on. Perhaps the best offer you'll ever see.

However, if you need to continue working, there's a great deal more to consider.

Taking a buyout can give you a head start in a tough job market

The tech industry job market has been rough for the last year or so, and shows all the signs of getting worse. If the buyout doesn't afford you the ability to retire, you should plan on an extended period of job searching, maybe six months or more. It's tough out there. Be prepared.

One thing to consider if you need to continue working is that taking the buyout might give you a short head start in the job market. Assuming Microsoft and others follow this up with more layoffs like they did the last time, the technical job market will be flooded with quality people. Of course, you can search for a job while you have one, but taking the buyout gives you time for a full-time job search.

In any case, if a job search is in your future, don't delay. This market shows no sign of getting better.

Finally, if you're offered a buyout, don't ignore it. It's a sign. I'd read it as a clear signal from the company about your value, at least from their perspective. You can bet on the odds, but if follow-up layoffs happen, I'd bet that those who declined the buyout are somewhere on that list.

Buyout or not, some things to do

This buyout is the latest signal of a broad realignment of the job market, at least in the tech sector. Even if you aren't offered it or don't think you're at risk of later layoffs, you'd be wise to keep all your options open.

Get your résumé up to date. Spend time honing it, emphasizing the clearest set of skills you can. When a market is contracting, the safest bet is having a particular skill someone is looking for. When times are tight, the generalist is often the first person let go.

Work with and expand your network. Have coffee or a Zoom chat with everyone you know. Peers in other companies, even other industries, are invaluable when things get tough. Especially when the world is changing, and predicting the next hot spot is so hard, having as many warm connections across industries is a huge asset.

Don't go asking for jobs as much as keep those connections alive. You never know when someone's manager will say, "We need someone like that." And your friend can say, "I know just the person."

Whether you are offered a buyout, or whether you decide to take it or not, having a network of people to connect with is your single biggest career asset.

What to do if you get a buyout offer

Budget first, and outreach next.

Carefully decide your near- and long-term financial future, and make the decision from hard facts. Then connect with people you know across industries, far and wide. Those connections will be excellent sounding boards and could well provide the path to your next role, or the friends you need in retirement.

When contacted about this story, a Microsoft spokesperson pointed Business Insider to its statement on the official Microsoft Blog, which read in part, "Today, we're introducing a new Voluntary Exit Offer (VEO) to eligible employees within participating organizations." They added that "the VEO is similar to a standard severance offer, which varies by market. The offer includes payment based on completed service and base pay, as well as career transition services, which includes career coaching and job search assistance."

• Edward Tian co-founded GPTZero in college, building it into a success before selling to Superhuman.
• He said he thinks that creating 'artificial scarcity' for the product contributed to its success.
• He said he'd major in the humanities, not computer science, if he went to college today.

This as-told-to essay is based on a conversation with Edward Tian, the 26-year-old cofounder of GPTZero, who's based in New York. His words have been edited for length and clarity.

I was never planning to go down the founder path straight out of college. I had a visual investigations fellowship lined up for after graduation and was ready to start a journalism career.

My cofounder Alex and I went to high school together. When ChatGPT came out, he was pursuing his Ph.D. in computer science at the University of Toronto, and I was in my senior year at Princeton. Over winter break, we built an AI detection tool and put it online. The success was almost overnight.

Three years later, we sold our company, GPTZero, to Superhuman, and have stayed on board to work with the team. Superhuman is a very pro-AI company, and I think it was an unexpected move for us as an AI detection company to join them.

We didn't build GPTZero to say there should be no AI on the internet. I think that's the biggest misunderstanding about why we started our company, but my feelings on AI have changed.

I had a different job lined up for after graduation

I studied computer science at Princeton and worked with a professor at the Princeton Natural Language Processing Lab on AI research. I also worked on a few other startup projects in school, but I was always hoping to work in journalism.

While in college, I became very involved in the open-source investigation community. I ended up working on open-source investigative projects with the BBC and Bellingcat, and had a visual investigations fellowship at The New York Times lined up after graduation, which I was excited about but ultimately didn't take.

After ChatGPT came out, I was inspired to investigate where and when AI was being used online. It took about a week over winter break to build the first version of our AI detection tool, and it was released in January 2023.

We created artificial scarcity to help grow the business

My cofounder Alex and I posted on social media to market the tool so people could try it, but we didn't view it as a business right away. However, it blew up online pretty quickly. After seeing the success, we wanted to double down on the opportunity and turn it into a legitimate site.

One piece of advice I have for founders is that using a waitlist is really helpful for generating hype and excitement. We put the first version of GPTZero on a waitlist because it had reached capacity. So I think that artificial scarcity was also very helpful in the success.

We had a lucky combination of very talented engineers and some traction and buzz, so we started reaching out to VCs. Many of our early VC partners went to my alma mater, and kind of all knew each other. Jack Altman is also an investor, and I remember we had a call where I was in my dorm room, and he was like, "Oh, I recognize that dorm room too."

For founders raising funding for the first time, my advice is not to optimize for the flashiest name or the biggest brand because you think it will attract future talent. Go for where there's familiarity and trust; trust is the most important thing when working with an investor.

We raised around $3.5 million in our first funding round. I stayed at Princeton to finish my senior year and graduate, and we kept growing the business. My cofounder Alex left his Ph.D. program to focus on the business.

It was bittersweet to sell the company

When Shishir, the new CEO of Superhuman, joined in 2025, we spoke with him about his broader platform vision for a suite of products. He thought we could be part of the authenticity suite he wanted to create.

It was bittersweet to think about giving up something that we started from scratch and put so much energy and care into. At the same time, it was a lot easier because the team stayed on. I'm now a director of product at Superhuman.

For company acquisitions, a lot of folks think the three most important things for a great fit are product match, people fit, and economic sense. We had similar people philosophies, and the deal made sense financially. Then, product-wise, we realized we're definitely not against AI use anywhere in education. We just want to make sure there's some authenticity and truth with that usage.

Over the next few years, we're going to take our shot at building a startup within a larger company. I've seen a lot of startup founders go to larger companies and start their moonshots from within.

The bigger mission we have is to take steps to ensure people are being respectful of the person who's on the receiving end of AI generations and productivity now. We want it to be that we're reaping the benefits of AI without making other people deal with more work.

I wouldn't major in computer science anymore

When we first started GPTZero, I think I was actually more pro-AI than I am now. I believe people should know when something is AI-generated, but I wasn't saying not to outsource anything at all.

In the past year, though, I've started to see an over-reliance on AI among people who finished university after ChatGPT was launched, especially with writing. If I went back to college right now, I wouldn't major in computer science. I'd probably major in journalism and get a minor in computer science. I'd get a humanities degree because those are the important skills now.

I've started to see a friction point at work when people can't write or edit, and everything they send reads like AI. Part of what I'm doing now at Superhuman is working on responsible AI usage policies and guidance.

People are allowed to use these tools however they see fit. At the same time, I feel a profound sadness for the internet at large. It's important to make sure we still have human-written content online.

Do you have a story to share about working on a tiny team? If so, please reach out to the reporter at aapplegate@businessinsider.com.

This is an as-told-to essay based on a conversation with Michael Boyle, the 55-year-old managing director of HP Greater Asia, based in Singapore. The following has been edited for length and clarity.

I've been at HP for more than a decade, but I'm a musician first.

I've been in rock bands for most of my life in every country I've moved to, and formed bands across different HP offices. I've moved across Singapore, Barcelona, and Sydney for different roles in the company. I'm now the managing director for Greater Asia.

I joke that I wanted to be an international rock star, which didn't quite happen, but I got to play music internationally, which is still fun.

My days are long, starting early at 6 a.m., and often ending as late as 11 p.m. Music, workouts, and curbs on phone time get me through busy days.

I'm generally an early riser, getting up at around 6 a.m.

I'm Australian, so coffee — a flat white specifically — is a very important morning ritual for me.

Typically, I'll get in a workout after that. It'll either be running, which I find the fastest and easiest, or a swim.

The first thing I don't do when I wake up is look at my phone; I avoid it for the first 10 minutes of the day to help me wake up naturally and practice gratitude.

In terms of general phone use throughout the workday, I try to use it in 10-minute bursts to get through news and that sort of thing. I'm not someone who will spend hours flicking around on the phone. I see it as a tool to get work done, jot things down, and as another interface for AI.

I do a burst of work for an hour at home

I like to get a sense of what's ahead in the day before I head into the office. I do this so I can free up my time for when I'm in the office, because I want to be fully present and part of the team.

I head to the office around 8 a.m.

Around 8 a.m., I head into the office. If I'm feeling it, I run to work. I convert documents into podcasts and listen to them while running.

As a busy executive, I often have days when I'm not at my desk, so I use AI to summarize documents, stay ahead on my emails, and manage my daily agenda. AI is helping me remove clutter, so I have time to think.

Recently, I was working on an initiative in the company, for which I needed to give a pitch. I narrated my presentation and pitch to ChatGPT first, and it gave me feedback on where I was going off track, where I was staying on track, what the key punchline was, and suggestions for keeping the group engaged.

It trained me and gave me real-time feedback. Whereas in the past, I would've done that in a vacuum. I'd be in a hotel room, talking to a wall and thinking, "I hope this goes OK."

There are so many ways this tool can help us become better leaders, make time to think, and, hopefully, be more effective.

I leave the office at 6 p.m.

Daily exercise is non-negotiable for me; I find it's the best way to stay fresh and happy. I'm a 10,000-step person, often running back home from the office to get my steps in.

When I get home from the office, I don't look at my phone or anything for a while. That's blocked out for family.

As a family, we're very big on no device use at the dinner table. I'm happy to say that my twin daughters can go out to dinner and leave their phones at home, which is pretty rare for 21-year-olds. We've taught them a few good things.

At about 9 p.m. I have to fire up again for late meetings

The company is based in the US, so I often have meetings late into the night because of the time difference.

If I need to stay up late at night for international meetings, the best way is to pick up the guitar — it wakes me up again. It's my hack for when I don't want to drink coffee.

I just have to make sure I don't keep playing during my meetings.

At around 11 p.m., my batteries run out

I'm not very productive after that, so that's the end of my day.

At home, I'll play guitar and drums for at least an hour or two every weekend. That's when I allow myself to unplug and put my brain into neutral.

• Kate McNeil opened All the Tropes, a romance bookstore, six weeks after quitting her job.
• Despite concerns about market saturation, All the Tropes thrives as a niche community destination.
• Passion, perseverance, and local support helped McNeil launch her business.

This as-told-to essay is based on a conversation with Kate McNeil, a 41-year-old small-business owner based in Atlanta. It's been edited for length and clarity.

The idea to open a romance bookstore started during COVID.

I joined an online group of fellow romantasy readers, looking to connect with other people who also enjoyed my favorite form of escapism. That group had over 2,000 members, and it was difficult to feel a sense of community. Eventually, it broke off into local chapters.

After COVID, I didn't know of any dedicated space for these same readers to meet in Atlanta. That's how I started the journey to opening the first romance bookstore in my neighborhood. In the two years since I opened, more romance bookstores have opened up, including one less than two miles away.

I thought I'd retire from my teaching job

When I launched All the Tropes bookstore, I was working a job I thought I'd retire from. I taught theater at Decatur High School for six years. My students always came first. I didn't want those kids to feel like I wasn't present or that they didn't have my undivided attention, so the bookstore was a back-burner idea for a few years.

I'd get home from rehearsal at 11 p.m., conduct business research until 2 a.m., then get up at 6 a.m. and go to work the next day and teach.

I took my time to gain a full understanding of the market, but there were still challenges

I learned about dealing with publishing companies and book distributors, connected with local artists to showcase their work, and reached out to local authors. One of the biggest challenges was finding a place for the store.

I knew that I wanted to stay on the east side of Atlanta because I lived in Kirkwood and felt very connected to the community.

In 2024, I found a location a four-minute walk from my home, and I knew it was time to make my idea a reality. In May of that year, I quit my teaching job and prepared to open the bookstore by the end of summer on Romance Bookstore Day.

I had 6 weeks to get the store ready for opening day

I received the keys to the bookstore six weeks before the day I planned to open. The timeline I had for opening day came with a lot of risks. I had cashed in my retirement fund, quit my job, and had a large preorder of "Onyx Storm" before there were bookshelves in the store.

There were many times my friends and I didn't leave the store until 4 a.m. A local artist painted the shop; I printed my merchandise at a local shop in Kirkwood; and I created the fabric wall. There were many nights I had doubts that All the Tropes would come to fruition.

I was a mom with two young kids opening a niche business that, to my knowledge, would be the first in the state, but I was prepared. I had my accounts with publishers, and my branding was complete. Perseverance, my husband, my village of friends, and an invested community got me to opening day.

All the Tropes opened August 17, 2024, on Romance Bookstore Day. In the span of a few months, I went from a passionate high school teacher to the owner and operator of a romance bookstore.

An increase in niche romance bookstores in the city concerns me

Even in a city like Atlanta with several thriving independent bookstores, I wonder about the percentage of residents who read for fun and, more specifically, read romance. While becoming a general indie bookstore would allow me to sell so many other things, I still believe All the Tropes can continue to thrive in a niche market, despite oversaturation.

Unlike a large book retailer, All the Tropes is a destination spot people can come from out of town to visit. Our social presence and promotion of local writers and artists also offer something unique to readers.

All the Tropes could pivot to general fiction, but so far, more stores opening has not impacted store traffic or sales.

4 Things helped me turn my business idea into a reality

All the Tropes continues to thrive because of my original vision of creating a community space for romance book lovers to connect. We now have eight active book clubs and continue to see consistent revenue.

Passion, trusting my gut, therapy, and a supportive group of friends are the reason I was able to turn an idea I brainstormed late at night into a successful niche business ready to grow.

We are now ready for a larger space and to expand our three-person team.

Do you have a unique small business story to share? Email the editor, Manseen Logan, at mlogan@businessinsider.com.

This as-told-to essay is based on a conversation with Jeff Kinney, the 55-year-old author of the "Diary of a Wimpy Kid" series, who lives in Plainville, Massachusetts. It has been edited for length and clarity.

When I wrote "Diary of a Wimpy Kid," I worked on it for eight or nine years without thinking I was writing a book for kids.

I thought I was writing a book for grown-ups that would feel like "The Wonder Years" or "A Christmas Story" — looking back on childhood through the lens of an adult.

The first thing that surprised me was that my publisher said I'd actually written a children's series; it caused a lot of cognitive dissonance.

But what also surprised me was that kids understood the irony in the books. They understand that Greg is an unreliable narrator; they seem to get the joke.

After writing the series, and after raising two kids of my own — ages 21 and 23 — I've learned a few things about kids. Here's my best advice about getting kids to read, screen time, and more — plus a few things I'd go back and change if I could.

1. To get kids to read, feed their interests

I recently heard author Jack Gantos say that after dinner, he and his family would get out their books and read. I think that's really cool and also very old-fashioned, in a way. I wish we'd done it when raising our kids.

With reading, I think the most important thing you can do is feed your kids' interests, whether they're interested in Pokémon cards or sharks or tornadoes. Get them books or magazines that speak to their interests, rather than trying to give them books that we read as kids or books that are too high-minded for their age level.

A lot of authors who write for kids start with some sort of a lesson, and there's a time and place for that. But kids read for the same reason that adults read: to be entertained. If we start from a position of trying to teach kids a lesson, they'll sniff that out and turn away from it.

It's really important to encourage kids down a path that gets them reaching for the next book. I want them to feel a feeling of success in having finished a book because that's an important act of completion. But mostly, I'd like them to keep reading, whatever form that might take.

2. Listen to them

In everyday parenting, sitting at dinner with our kids and hearing about their day without judgment is a really good foundation. Just about everything that kids today are going through, we've been through in some form. The most powerful thing that we can say to kids is "I understand," or "I've been there myself," and share stories, making sure that they feel seen and heard.

As parents, we should make ourselves vulnerable to our kids by telling them about the struggles that we went through.

If we do that without moralizing and without judgment, I think it draws us closer to our kids and turns us into a resource for them.

3. Envision your future relationship

I've always thought about my relationship with my kids by imagining, How do I want our relationship to look when my kids are adults? I've tried to anticipate that and treat my kids that way the whole time.

I think it's working out because my kids will call me and want to go see the Patriots or the Celtics with me. I think that's partially because I've always had this version of our relationship in mind.

4. Don't get too wrapped up in kids' sports

As parents, we live and die by our kids' successes in sports. I certainly got too caught up in it and couldn't really anticipate that there would be a life beyond sports for my kids.

If I were to go back in time, I probably would change my approach on that. We like to see our kids succeed, and of course, sports is a big stage where there's a lot wrapped up in their success, including social issues and self-esteem.

When our kids are thriving, we feel really good for them, and when they're failing, it's tough for them and us. I can understand why that happens with parents, but I can also see that it's good to take a step back.

5. Help them understand that social media manipulates

Social media bullying is something that we never had to face growing up, and it's really unfortunate and damaging.

Screen time has changed things — you see studies finding that kids are dating a lot less, and there's a loneliness epidemic.

As parents, we can help kids by educating them and helping them understand that social media companies are incentivized to make you spend more time on your screens. The more that my kids, who grew up immersed in the social media world, began to understand that, the more they wanted to move away from it.

They get out there in the world — touch grass, play sports, and pick up basketball. My son will put lockouts on his social media.

It's important for us to think for ourselves before we turn to AI

As AI becomes a part of schoolwork and daily life, my concern is that AI makes a lot of things very easy.

At times, I look for solutions through AI that I could conjure up myself, so I worry about how that rewires the brain when you feel like there's always an agent that can solve your problem for you. It could reduce your own capacity for problem-solving.

It's really important for kids to be able to think for themselves before turning to the tool.

To counteract that, getting out in the world and interacting with one another is really important. Put kids into social situations; for example, my son has been working as a bookseller this past year, where he's had to interact with lots of different types of people and solve problems.

A lot of kids or young people in this generation are more isolated. They spend a lot more time in their rooms on their phones, and so I think that getting them out there interacting with other human beings is going to give them a competitive advantage.

• Brian Rooney, 60, filed for Chapter 7 bankruptcy in 2024.
• During his late wife's illness, he built up medical and credit-card debt.
• After she died, the grief made it difficult for him to sustain his business.

This as-told-to essay is based on a conversation with Brian Rooney, the 60-year-old founder of Chapter7Reset.com, who lives in Conroe, Texas. He lost his wife in 2013. The essay has been edited for length and clarity, and the details verified.

When you're grieving, you're not thinking about how to move a business forward, capture new market share, or adapt to new technologies. You're not thinking straight because you're overwhelmed by a cloud of loss, pain, and sorrow. Some days, you're just trying to get through morning to night.

In 2013, I lost my wife, my partner, and my life. I still had to deal with the financial reality. I had underestimated what grief would do to my ability to run a business.

Tina was the yin to my yang

My wife, Tina, and I had 24 great years together. She was the yin to my yang. We met through a mutual friend, got to know each other, and fell in love. She was a strong, independent thinker. She was loving, kept me in check, and was an outstanding mother.

Our five kids were all born close together, and I was very involved in their lives. One of the reasons I started a business was because I wanted to be the dad who could be at home, coach my sons in basketball, and play in recitals with my daughter.

We'd tried both working early on, but Tina stopped early on in our relationship. I was the breadwinner, and she managed the kids.

I launched my email-marketing business in 2000. For a time, it did very, very well.

My wife was diagnosed with cancer

In 2011, things felt almost too good to be true. Then Tina noticed a little bump in the roof of her mouth. She went to the dentist; they did a biopsy, and we didn't think too much about it. Weeks later, I was sitting in my home office when she came over with the phone. With a very disturbed look, she said, "I have cancer."

Our lives turned upside down.

At first, because the cancer wasn't very aggressive, we tried homeopathic remedies. Then came chemotherapy, radiation, and major surgeries. The treatments were costly, and while the Affordable Care Act covered quite a bit, we still had high deductibles. Some hospitals wouldn't admit her until the deductible had been paid.

I would sit at the table with spreadsheets, trying to work out the finances. I was trying to be strong for my wife, but sometimes I'd go to the corner of the room and cry. The unspeakable thing to consider was that I might lose my wife because I couldn't afford to pay for it all.

A lot of the medical bills were paid with credit cards, and we ran up a lot of credit-card debt. I had six mouths to feed, for which I relied mostly on credit cards. I sold my music gear, like my guitars and amps. We moved from a beautiful rental house in a nice area of Texas to a much less expensive apartment. We weren't going to shows, basketball games, or on trips. None of that bothered me. The focus was on getting Mama healthy.

Friends and family stepped in here and there to help out. My kids were approaching adulthood, so they didn't need much looking after, but working from home let me adjust my schedule as needed.

I couldn't keep the business moving forward

There were days when I couldn't touch the business. It was mostly automated, but there were things I needed to step in and manage. If a server went down, I'd need to stay up all night to fix it while checking on my wife in the other room.

I wasn't resting or sleeping. I wasn't able to drive the business forward.

During that time, the industry was changing. New technology became available, and we weren't able to keep up. I was so focused on Tina's care that we missed opportunities. We had contractors and a business partner, and I wish I'd outsourced a lot faster. I didn't realize how fast I was losing.

I became a widower at 47

Tina died in November 2013. She was 49, and I was a 47-year-old widower.

Those first few weeks, I'd wake up, roll over, realize she wasn't there, and know that she never would be again. I would talk myself out of bed, one body part at a time.

The business was still there. My business partner was focused on the technical side, but I had the marketing and entrepreneurial mindset. A lot of things that needed to get done didn't get done. Honestly, at that point, I didn't care. It was a dark time for me

I wanted a clean slate

The business was declining, and meanwhile, I'd built up hundreds of thousands of dollars in credit-card and medical debt. I thought I could put everything on my credit cards, turn things around, and pay it down. Things never turned around, and as the business continued to decline, there was less money to draw from it.

I spoke with bankruptcy attorneys, but I was convinced I could fix the problem.

In 2021, I got remarried. My second wife knew about the financial mess I was in. The interest and penalties were compounding so quickly. There was constant pressure from phone calls, letters, and demands for payment. I wanted relief and a clean slate.

In early 2024, after speaking with my business partner, we decided to dissolve the business. Later that year, I filed for Chapter 7 bankruptcy.

I felt both relief and shame after filing for bankruptcy

When I filed for bankruptcy, I had no assets because I'd sold them all to pay my bills. When the debt was wiped out, I felt relief and shame, but the relief took over once I stopped getting phone calls and letters.

It was time to rebuild. I got a sales job, which I hadn't had in decades. I did AI certification training and started rebuilding my credit with credit-rebuilding cards. I launched ChapterSevenReset.com, a free guide to help people in a similar position.

One of the hardest lessons was that we didn't have a life-insurance policy on Tina. It never dawned on me because she wasn't contributing financially. I never considered how caring for her and my grief would take away from my generating income. My second wife and I both have life insurance policies for each other.

Nowadays, my friends say the "old Brian" is back. I've made peace, as best you can, with the fact that Tina is gone. I'm like an amputee. There's a part of me that's missing, and that part will always be missing. It itches. It's always there.

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

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

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

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

I don't regret any of them.

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

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

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

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

My first major decision was my breast reduction at 27

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

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

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

I've never made decisions due to outside pressure

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

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

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

The cost breakdown

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

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

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

Each procedure served a purpose

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

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

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

My appearance impacts confidence, and confidence impacts business

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

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

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

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.

• 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.

• PHP, the open-source computer programming language, had two major vulnerabilities exposed.
• Yonaton Keller woke on Wednesday to panicked messages about the two PHP vulnerabilities.
• He shares three steps you can take to protect your website.

This as-told-to essay is based on a conversation with Yonaton Keller, a 46-year-old product manager at Zafran Security, based in Tel Aviv. His words have been edited for length and clarity.

When I woke up at 6:30 a.m. on Wednesday, I had multiple messages from around 4:45 a.m. alerting me that two vulnerabilities in the PHP programming language had been disclosed.

I immediately understood that this was a very serious situation.

Websites run different versions of PHP, and it's estimated that around 70% of websites worldwide use it. This isn't the first time PHP vulnerabilities have been found, but these ones require essentially no authentication on the attacker's part.

It's a very tricky situation. If it were a year and a half ago, nobody would have really responded to this so urgently. But this might be one of the first major incidents of its kind in this AI era, and the cycle of how attackers operate and how we typically respond is broken.

AI enhances detection and response times, but it also means that any limited-technical person could exploit these vulnerabilities within minutes.

My team was very concerned and had to act fast

I'm based in Israel, so when it was 6:30 a.m., my time, it was the middle of the night in the US. This time gap worked in our team's favor, as we had time to figure out what was going on before our customers woke up.

PHP is an open-source computer programming language used to create websites and web applications. It's such a widely used programming language that we immediately understood that every one of our customers, which includes major corporations and businesses, would likely be affected by this.

With bugs or critical flaws in the infrastructure, like the two that were found in PHP, exploitation is actually quite easy, especially if you use AI agents. That was the first thing we understood: even completely unskilled attackers can use these vulnerabilities to take down sites.

The PHP Foundation said it would disclose the details of the vulnerabilities and release a fix for newer versions of the language around 5 p.m. Israel time. But some details had already been informally disclosed on an online forum. The post was deleted minutes afterward, but screenshots spread around the internet quite quickly in unofficial forums.

So, my team and I dropped everything else and spent all day on Wednesday gathering informal information to see whether we could mitigate the risk of exploitation before an official fix was released.

How to tell if you're at risk

The first step people can take to figure out if they're impacted is to look at their websites and web applications, and try to understand where PHP is involved. You can also assume that most, if not all, of them will use PHP in some way, unless you have very basic HTML-based pages.

The second step would be to look at what vulnerability scanners online are telling you. Tenable, Qualys, and Rapid7 are usually the big three for releasing detection rules and actually detecting the vulnerability. In this case, these vulnerabilities have caused such widespread panic worldwide that they were quick to respond. This is also a way to understand the exact vulnerabilities in your internet-facing assets.

After taking these steps, immediately look online to upgrade your website to the current PHP version. It's quite easy to upgrade that, and it's free. There are some technical steps to do after the fix, so you might need a tech guy to implement them. If you don't update your PHP version, the impact on your business and website can be very, very serious.

Some people are also fully taking their sites offline, and I think that can be the right call if you have evidence that you are being targeted. However, 70% of the internet can't and shouldn't be taken offline just because those sites have some vulnerabilities. It's an emergency step to take if you have evidence of potential exploitation, but it can't be a step taken by everyone.

This was not just about attackers disrupting your website or web application; it was about them taking control of your server, stealing sensitive documents, moving inside your network, and then carrying out malicious operations, such as deploying ransomware or other actions they intended.

The situation has calmed down, but my cybersecurity team is still very concerned

Things have calmed down a bit since Wednesday, but we're still very, very concerned. Patching 70% of worldwide websites doesn't take a minute or two.

Hours after the fix was disclosed by the PHP Foundation, there were already tons of exploitation attempts popping up online. Attackers are getting quicker. I think that in this AI era, when in a matter of minutes, many attackers can attack, you don't have the time you used to.

The whole traditional process of scoping the attack surface, establishing a remediation plan, then calling a guy who's going to be responsible for this remediation plan, et cetera, is broken.

For a long period of time, organizations were investing a lot in what we call post-compromise scenarios. I think the AI era of cybersecurity will involve a lot more security investments in the pre-compromise realm, so defenses can be pre-built and ready for attacks in situations like this.

• 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.