July 2025

29-Year-Old’s Side Hustle: k in 2 Days, 6 Figures a Month

29-Year-Old’s Side Hustle: $10k in 2 Days, 6 Figures a Month


This Side Hustle Spotlight Q&A features Nikki Seaman, the 29-year-old, Atlanta, Georgia-based entrepreneur behind olive brand Freestyle Snacks. Learn more about her business journey, here. Responses have been edited for length and clarity.

Image Credit: Courtesy of Freestyle Snacks. Nikki Seaman.

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What was your day job or primary occupation when you started your side hustle?
I was on an externship from my management consulting job at Bain & Co, leading special projects at Whisps Cheese Crisps.

When did you start your side hustle, and where did you find the inspiration for it?
The idea of Freestyle Snacks came about in 2021. I found inspiration during the pandemic, as olive bars in grocery stores shut down, and I was forced to get my olive fix from the traditional olive aisle. The “eyeballs” in a jar just weren’t cutting it for me in terms of quality and convenience. So I decided to create an easier, more enjoyable way to eat olives.

Related: They Started a Side Hustle Producing an ‘Obvious’ Food Item. It Hit $300,000 Monthly Revenue Fast — On Track for Over $20 Million in 2025.

What were some of the first steps you took to get your side hustle off the ground? How much money/investment did it take to launch?
I started by focusing on consumer data. I lived in Mintel reports, and I ran a bunch of surveys to pressure-test if there was real demand. I would stand in the olive aisle at the grocery store and interview olive-lovers about their preferences. After calling over 200 co-packers, I was able to find a partner to bring my vision for Freestyle Snacks to life. Including our packaging design, materials and first production run, I spent around $50,000 in savings to get to market.

Image Credit: Courtesy of Freestyle Snacks

Are there any free or paid resources that have been especially helpful for you in starting and running this business?
No matter the industry, finding a community and other founders to chat with is invaluable. When I was first getting started, I would stack my Fridays with meetings with other CPG founders to see what I could learn from their wins and their mistakes. For my industry, the Startup CPG community is a great place to find other like-minded individuals who are eager to help and support. In running the business, one resource that has been incredible for us lately is TikTok — it is free organic reach to millions of potential customers, and we are investing a lot of time on this platform.

If you could go back in your business journey and change one process or approach, what would it be, and how do you wish you’d done it differently?
I would have taken more time to build a stronger bench of part-time help earlier. In the beginning, I was doing everything from shipping samples to managing QuickBooks and answering customer emails at midnight. It was, of course, scrappy, but it was also draining and unsustainable. Looking back, I could have brought in affordable support sooner to free up my time for the highest-impact work. Some of my best hires are my virtual assistants; they truly save me so much time, and the business couldn’t run without them.

Related: Tired of ‘Culturally Obtuse’ Products, This 27-Year-Old Took His Side Hustle From $1,000 a Month to 7-Figure Revenue: ‘Pick the Right Opportunity to Pursue’

When it comes to this specific business, what is something you’ve found particularly challenging and/or surprising that people who get into this type of work should be prepared for, but likely aren’t?
Retail distribution sounds exciting, but it is incredibly operationally intense. From logistics coordination to managing distributor deductions to planning for promotions, it is a constant challenge. It can be expensive to get your product on the shelf, and that’s just the beginning. The real fun comes in making sure the product is actually selling off the shelf.

Can you recall a specific instance when something went very wrong? How did you fix it?
We had a few operational hiccups very early on. One nightmare was when we received our latest packaging order from our supplier, and there were holes in the packaging near the resealable zipper. We didn’t realize this until after we’d packed thousands of products. Luckily, we were able to expedite a new order of packaging and tested it thoroughly, and now we are hypervigilant about all suppliers we work with.

How long did it take you to see consistent monthly revenue? How much did the side hustle earn?
Since I didn’t go the farmers market path, we tested product-market fit by putting the product online and seeing if it sold. Within our first two days of launch, we sold over $10,000 worth of olive snacks. I started seeing consistent revenue only after the first year, once our products landed in major retailers and demand was a bit more predictable.

Image Credit: Courtesy of Freestyle Snacks

Related: ‘You Can Go Viral Overnight’: This College Student and His Brother Spent $5,000 to Start a Side Hustle — Now Their Brand’s Making Over $175 Million

What does growth and revenue look like now?
Freestyle is now in about 5,000 retail locations, including Whole Foods, Target, CVS, Harris Teeter and Giant Food, and we’re just getting started. We have seen strong retail velocity and six-figure monthly sales, with growth driven by expanded retail distribution and a high repeat purchase rate in our existing retail footprint.

How much time do you spend working on your business on a daily, weekly or monthly basis? How do you structure that time? What does a typical day or week of work look like for you?
This started as a side hustle but quickly turned into a full-time job and more. I now work on Freestyle full-time, often from my home office and sometimes out of our garage, which has become overflow storage. I work pretty much seven days a week, with the weekends being lighter. I love to use the weekends for catching up on admin work or internal projects and conducting store visits. My days vary but usually include a mix of operations, sales outreach and strategy, content creation and team management. I also try to carve out time for creative and strategic thinking so I do not get stuck in execution mode.

What do you enjoy most about running this business?
I love creating something from nothing and seeing people genuinely enjoy it. It never gets old when someone discovers Freestyle Snacks and shares what an essential snack it has become for them, whether they are diabetic, looking for a low-calorie snack or just craving a good olive. The best is all of the folks we’ve converted to the dark green side, who used to hate olives until they tried Freestyle!

Related: The ‘Hustle’ He Started Out of His Station Wagon Became a Nationwide Business That’s About to Hit $300 Million: ‘Everything We Do Is Pretty Simple’

What is your best piece of specific, actionable business advice?
In order to succeed, you need to have grit, passion and perseverance. You will face many rejections, have to navigate operational challenges and sometimes feel like the world is crumbling around you. Entrepreneurship is a rollercoaster. I like to stay grounded by focusing on being 1% better each day. These incremental improvements to the business truly add up to something incredible.

This article is part of our ongoing Young Entrepreneur® series highlighting the stories, challenges and triumphs of being a young business owner.

Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.



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How (Le) Poisson Rouge Went From Idea to Music Destination

How (Le) Poisson Rouge Went From Idea to Music Destination


David Handler embodies the classic line: “If you build it, they will come.”

After graduating from the Manhattan School of Music, the violinist and composer wasn’t happy with the spaces available for audiences to experience live classical music. “The costs were prohibitive, and the concert rituals were confusing — when am I allowed to cough?” he told Entrepreneur. “I realized there was a problem of packaging that was disassociating younger listeners from the music I had an almost religious devotion to. Not just classical music, but really ambitious deep listening kind of music.”

In 2008, he and classmate Justin Kantor founded (Le) Poisson Rouge, a music and multimedia art venue, in the spot that was once home to the legendary New York City jazz club The Village Gate. Since opening its doors, LPR has become known for hosting performances by boundary-pushing artists, as well as intimate shows from icons like Thom Yorke, Yo-Yo Ma, Lady Gaga, Iggy Pop, Lorde, Beck and Philip Glass.

Handler spoke with Entrepreneur about how he turned his passion into a thriving business and offered his best advice for those who dream of bringing their artistic vision to life. (Answers have been edited for length and clarity.)

New York City has so many music venues. What did you feel was missing when you launched LPR?
The music that we now hear in concert halls used to be played in chambers that much more closely resembled a jazz club. The music was a living, breathing thing, and people were interacting with it in a different way. There was less pretension. At the time we decided to open LPR, it seemed like there was this reciprocal interest — art institutions needing more spontaneity and nightlife needing a little bit more substance. So I wrote a business plan to try and revive the arts and deepen late-night culture in New York City.

Julian Verlard performs at LPRSinger-songwriter Julian Velard performs at LPR. (Photo Credit: LPR)

How did you get started writing your business plan?
I was 27 years old, and it was a tall order. I had never managed a bar, let alone opened a place. So in my pitch, I told would-be investors who were already donors to uptown institutions and said, “Look, I am a conservatory graduate, I have a finger on the pulse of what is also cool as a young person. If you give me a fraction of what you’re donating to Carnegie Hall or the Metropolitan Opera House, I will
expand listenership and audience, and you might even see a return, which you will certainly never see from a donation.”

Related: This Band Has Millions of Streams on Spotify. The Only Problem — the Music and the Band Members Were Generated by AI.

How did you end up where the Village Gate once stood?
The Village Gate has a really illustrious cultural history. But in between the Gate and LPR, it was a nightclub called Life. And that caused a lot of problems. I basically had to bust out my violin at community board meetings to prove that I was not just a punk wanting to ruin the neighborhood. And along the way, we picked up a relationship with John Storyk, who designed Electric Lady Studios for Jimi Hendricks. When I told him I was going to do everything from metal to string quartets to drag bingo nights, he was down and decided to help create this space that we now know as LPR.

You were trained as a musician. What do you think gave you the confidence to pursue entrepreneurship?
I saw a gap. You hear people talk about sort of stumbling onto success or leading with your heart. That’s me. It was a mission that I was really passionate about, and it was very dear to me. I almost didn’t think of it as a business as much as a method of delivery or a way of spreading the gospel of the music and art I believed in. Before algorithms and recommendation engines, I made bespoke music mixes for friends. I had friends who listened to metal and they didn’t know Stravinsky. So I’d be like, “You can hear the same dissonance in the music you know in some of this new stuff.” That was exciting to me. A purely business-minded idea wouldn’t work for me because it exists only for that business end. This works because there’s so much passion behind it.

Related: As Gen Z Embraces Physical Media, This Entrepreneur Launched a New CD Music Service: ‘I’m Packaging All These Orders Nonstop’

Any moments that stand out to you as feeling like your plan was working?
I remember going down the line one night and speaking with someone who flew here from South America to see a show. And then right next to them was somebody who had no idea what they were in line to see. But because it was at LPR, and we earned their trust through some other night, they were like, “I don’t know this genre, but I’m going to give it a shot at LPR because I know that the standard is high.”

What would you advise to someone reading this who dreams of opening their own music or art venue?
There are a lot of location-specific logistics. In New York, for instance, some of the toughest stuff was getting a liquor license. And there’s this weird triangle of getting a liquor license and funding and signing a lease. You can’t sign a lease or get funding until you can sell liquor. And let’s face it, that’s where you’re going to make your money. If you don’t think you’re in the bar business by opening a music venue, you’re kidding yourself. And you can’t get a liquor license before you have a place to sell it. So there’s a lot of chicken-and-egg going on. But aside from logistics, I think it’s about having a clear, distilled-down vision of what the market needs and delivering it in an uncompromised way. But that doesn’t mean that you don’t evolve. We just partnered with KYD Labs to become one of the first major US venues to move all ticketing fully to blockchain technology. And always keep in mind what success means to you. I have to look at numbers for the business, but honestly, that’s not what guides me. It’s the deeper stuff in my life, in my family, in my own art and the artists we work with — those are the metrics that I want to live by.

Related: Best-Selling Author and Cartoonist Stephan Pastis on His Creative Process: ‘I Often Look Down to Make Sure I Have Pants On’

David Handler embodies the classic line: “If you build it, they will come.”

After graduating from the Manhattan School of Music, the violinist and composer wasn’t happy with the spaces available for audiences to experience live classical music. “The costs were prohibitive, and the concert rituals were confusing — when am I allowed to cough?” he told Entrepreneur. “I realized there was a problem of packaging that was disassociating younger listeners from the music I had an almost religious devotion to. Not just classical music, but really ambitious deep listening kind of music.”

In 2008, he and classmate Justin Kantor founded (Le) Poisson Rouge, a music and multimedia art venue, in the spot that was once home to the legendary New York City jazz club The Village Gate. Since opening its doors, LPR has become known for hosting performances by boundary-pushing artists, as well as intimate shows from icons like Thom Yorke, Yo-Yo Ma, Lady Gaga, Iggy Pop, Lorde, Beck and Philip Glass.

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13 Behaviors People Find Condescending

13 Behaviors People Find Condescending


Everyone knows what it’s like to be around someone who just doesn’t make them feel great about themselves with their condescending tone of voice. There are all kinds of people who are unpleasant to be around-Debbie downers, complainers, jealous green monsters, mean-spirited snarks, and most anyone who wears neon sunglasses- but if you walk away from another person feeling worse about yourself, there’s a good chance you’ve been dealing with a condescending person. People have a patronizing attitude and exhibit condescending behavior for different reasons, but usually, it boils down to insecurity and/or arrogance. Yes, you can definitely be arrogant and insecure at the same time.

Here, we point out some behaviors people say that typically don’t land well and foster negativity. But it’s also important to keep in mind that studies suggest that 75 to 90 percent of communication is nonverbal. So when people feel like someone is talking down to them, it usually has as much to do with what they say as how they say it. Still, if you’ve been told you have a condescending streak, here are some eye-roll-worthy behaviors to discontinue.

1. Explaining things that people already know

We’ve all been in a conversation that’s moving along just fine, when suddenly you find yourself whisked off on an unexpected detour, riding out someone’s impassioned explanation of something that you already know. They’re talking at you, wide-eyed, offering each key point like a gift -“so after almost 30 years in prison, he won the Nobel Peace Prize” – and you hardly have the heart to derail their monologue and say, “Uh yeah, I know who Nelson Mandela is.”

Finding yourself in this situation is annoying, because the other person has, for whatever reason, assumed that you don’t possess the same knowledge, and sometimes emotional intelligence, they do. Chances are they haven’t actually weighed the likelihood that you do or don’t know what they’re explaining-they just know that they know it, and that’s enough reason for them to expound. This behavior is often referred to as ” mansplaining,” but the occasional woman is guilty of it too. The important thing to remember is that respectful two-way conversations involve reading cues from the other person. If you’re not certain they’re following what you’re talking about, you can always ask, “Are you familiar?” But most of the time, it’s safer to give them the benefit of the doubt.

2. Telling someone they “always” or “never” do something

No one likes to be put in a box. When you make broad generalizations about someone else’s behavior, that’s a condescending way to make them feel judged and misunderstood. Whether you’re having a casual conversation or trying to offer meaningful feedback, the person you’re talking to is way more likely to shut down and react defensively if you claim they “always” or “never” do something.

For example, were you to tell someone, “You’re always late,” or, “You never clean the toilet,” they’re likely to feel as if you’re making a definitive statement about who they are and will almost certainly rack their brains for contradictory evidence. Whereas, if you were to say, “I’ve noticed you’ve been late a lot recently,” or “It’s been a while since you cleaned the toilet,” the person you’re criticizing will still probably get defensive, but they won’t feel like you’re suggesting they’re fundamentally flawed or bringing down the gavel on their entire personality with your belittling comments.

Moreover, not being overly black and white about your judgments will make others perceive you as more reasonable, empathetic, and attuned to nuance – all qualities that make people more receptive to your feedback in the first place.

3. Interrupting to correct people’s pronunciation

If someone is in the middle of a thought, you should definitely not interrupt to correct their pronunciation. There is no faster way to break someone’s momentum or crater their confidence than to interrupt and say, “Um, it’s actually “essss-presso,’ not “ex-presso.'” Not only will you embarrass the person speaking, but everyone else listening will think you’re a know-it-all jerk for putting someone on the spot in an unnecessary and condescending manner.

If the conversation is casual, and someone mispronounces a name or a word, there’s a good chance it’s not worth correcting them at all. You’re not saving lives here. But if you feel the mistake was glaring enough that not correcting it would be like letting someone walk around with a giant shred of kale in their teeth (like, perhaps they’re mispronouncing the name of a client), it’s best to wait until they’ve finished their thought entirely. Once they are no longer the center of attention, you can say, discreetly, “Do you say debut “dee-butt?’ I always thought it was “day-byoo.’ French is weird.” Anyone with a shred of self-awareness will take that cue to track down the right pronunciation, and if they don’t bother, then going forward, it’s not worth your time to correct them anyway.

4. Saying “Take it easy”

For women in particular, being told to “Take it easy” is peak patronizing. Adjacent, equally aggravating directives include “Chill out,” “Calm down,” and “Relax!” No matter who you’re speaking to, when you tell someone to “Take it easy,” you’re suggesting that their excitement, concern or general response to something is either excessive or invalid. People are entitled to their feelings and their reactions.

Men might get this sort of response on occasion, but it happens a lot to women. Most women have had a man tell her to “relax” because he perceives her reaction as inappropriately emotional-when in fact, she doesn’t feel she’s responding emotionally at all. Research has shown time and again that men tend to perceive more “shrillness” and emotion in women’s voices. A Fortune study found that women were 17 times more likely than men to be described as abrasive. So when someone tells a woman to “Take it easy,” she’ll likely feel like that person is saying she’s “over the top” or “dramatic.” This minimizes her experience and casts her response as petty.

Related: 15 Things Men Say That Get on Women’s Nerves

5. Saying you “actually” like an idea

This is the subtle way of saying, “Wow! You did something smart, and I never expected that from you!” Many of us have received a critical email from a condescending boss that lists all the things you did wrong, and then ends with, “but I actually thought this thought was great.” This kind of backhanded compliment can feel worse than getting no praise at all. If you offer a solution to a problem in a meeting, and someone says, “Hey, that’s actually a pretty good idea,” it sounds as if they’re surprised by your intelligent contribution, and they generally expect little of you. If you “actually” like something, you can just say you like it.

6. Doling out compliment sandwiches

Many bosses swear by this feedback method, which involves starting out with a compliment, giving a critique, and then ending with another compliment. It’s seen as a way of cushioning criticism. And it’s true that a spoonful of sugar helps the medicine go down sometimes. But at this point the formula is pretty easy to spot, and often the praise on either side of the critique-the real point of feedback, typically-can feel forced. Many people see a compliment sandwich and think, Just give it to me straight.

You don’t have to give a compliment to give a critique. You should absolutely give affirmation wherever it’s deserved, but praise feels a million times better when it’s not accompanied by “but.” Instead of compliment sandwiches, you could try a feedback method like the one Pixar has developed, which they call “plussing.” Leadership expert David Berkus has written that the technique is pulled from the improv comedy tradition, where the rule is never to say “No,” but always, “Yes, and…” At Pixar , practicing “plussing” means that when offering criticism, you do it in a direct way, but always follow with a constructive suggestion on how to remedy the issue.

7. Demeaning nicknames like “Chief” or “Honey”

Overly familiar, one-size-fits-all nicknames-especially from people you interact with in a professional capacity-are generally not a good look. This is particularly true for condescending people in positions of authority. While a male boss might think calling his subordinate “chief” is a way of being chummy, or rubbing elbows with the little people, it tends to come across with a patronizing tone. A woman boss might think she’s being approachable or motherly by calling her female employees “honey” or “sweetie,” but that can lead to a sense of false familiarity that makes it difficult for employees to speak frankly. Plus, those nicknames are almost always gender-exclusive; a male boss isn’t going to call his female employee “chief” (and hopefully in 2022 he knows not to call any woman besides his wife “honey”). So the chummy nicknames most people find condescending end up being pretty exclusionary, too.

When it comes to interacting with people who are providing you with a service of some kind-whether it’s the custodian in your office building, a server at a restaurant, your housekeeper, or your cab driver-nicknames are especially risky. Calling other men “Chief,” “Boss” or “Big Guy” is a weird sort of faux-submission posturing. In a 2019 poll taken by Men’s Health, 43 percent of respondents said that when another guy calls him “Boss,” he thinks that guy is a “condescending a**hole.” Those odds aren’t probably worth going up against. Luckily, the alternative to one-size-fits-all nicknames isn’t too hard to implement and works every time. You can just learn people’s actual names.

Related: 5 Horrible Traits That Push People Away

8. Patting people on the head

This might seem like a no-brainer, but it happens more often than you’d think. In general, it’s not a great idea to touch people who aren’t family members or close friends. It’s true that in the repertoire of touching methods, “patting” acquaintances is a better option than “stroking,” “smacking” or “pinching,” and there are certain scenarios in which patting someone on the back or shoulder is entirely acceptable. But head-patting is never okay. If you pat someone’s head they will invariably be forced to look up at you-in confusion or possibly an attempt to displace your hand-and then you’ll find yourself in the literal predicament of “looking down on them.” So if someone’s head is within patting reach-perhaps they are much shorter than you, or are sitting in a wheelchair, or an office chair-and you feel the urge to pat coming on, just remove yourself from the situation.

9. Name-dropping

This is an ancient and highly transparent method for communicating superiority from a condescending coworker. Whether you’re talking about how Jack Dorsey was at your yoga retreat last weekend, or how you’re on a first-name basis with Chrissy Teigen’s sister’s husband, you’re always going to come across as seeming like you think famous people are pretty important. It’s fine to be excited that you found yourself in the presence of a celebrity or powerful figure. The issue is when you go to the trouble to name drop, but then act like it’s no big deal, which suggests that you consider these people important enough to mention, but also consider yourself among their peers. To whoever you’re speaking to, the implicit message is, ‘I know important people, ergo I’m important.’ Others are likely to find this behavior condescending and a bit pathetic.

10. Telling someone, “Come on, you know better than that”

This sort of “sigh, shame-on-you” comment can be used in all kinds of situations but is almost always seen as a condescending remark. It’s the sort of thing an exasperated parent would say to their child, so when one adult says it to another, they sound like a scold with a condescending attitude. Say you’re having a debate over politics and someone says, “Come on, you know better than that.” You can’t help but feel like they’re belittling your perspective as short-sighted and childish. Even if you’re doing something objectively bad for you-say, smoking a cigarette-when someone says, “Come on, you know better than that,” it’s such a parental rebuke that you’ll probably relapse into adolescent “don’t tell me what to do” mode and smoke more cigarettes to spite them. If you disagree with someone’s opinion, there’s no problem with saying that directly. If you disagree with their lifestyle choices, it’s usually best to mind your own business.

Related: 25 Words That Make Other People Feel Inferior

11. Using “polite” acknowledgements to dismiss ideas

Common phrases like “Hmm, that’s interesting” or “Thanks for sharing” might seem like innocuous professional acknowledgements on the surface — and sometimes they are. However, if it’s clear that the person saying those words doesn’t intend to consider your idea or feedback, it might feel like they’re talking down to you.

Simply being upfront from the start can keep an interaction from feeling dismissive. Even if the answer is “No” or “Not right now,” owning that and explaining why it’s the case generally goes a lot further than faux consideration without any action to back it up.

Related: After This 26-Year-Old Entrepreneur Received a Condescending Message, She Responded in an Amazing and Inspiring Way

12. Demonstrating tasks they haven’t been asked to

If explaining something you already know is on one side of the condescension coin, then showing you how to complete a task you’re already capable of executing is on the other. Even if the demonstration is well-intentioned, it communicates an “I’ll just do it myself” mentality that can undercut trust.

Unsure if someone knows how to get the job done? First, consider the situation objectively based on their actual performance, not any preconceived notions about what you think they can handle. Then, if a how-to still seems like a good idea, ask them if they’d find it helpful.

Related: Is Your Workplace a ‘Jerkplace?’ Here Is How to Fix It.

13. Holding people to an irrelevant personal standard

“Back when I was where you are…” If you’re hearing that line or a similar one from a colleague, you might be in for some valuable words of wisdom — or a soapbox lesson that draws on their professional past and has little to do with your current reality.

Unless someone asks how you’ve personally approached a workplace-related challenge, consider whether the information you’re about to share will actually benefit them or if it’s just an opportunity to flex your track record and make them feel inferior.



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Nvidia CEO: AI Will Change Everyone’s Jobs, Including My Own

Nvidia CEO: AI Will Change Everyone’s Jobs, Including My Own


In a new interview, Nvidia CEO Jensen Huang says AI is “the greatest technology equalizer” the world has ever seen — and that “100% of everybody’s jobs will be changed” as a result.

Huang told CNN‘s Fareed Zakaria on Sunday that AI was an “equalizer,” meaning that it “lifts” people who aren’t well-versed in technology to be able to use it. Huang said ChatGPT, an AI chatbot with over 500 million global weekly users, was an example of how people can easily use AI with little to no formal training in interacting with it.

“Look at how many people are using ChatGPT for the very first time,” Huang told Zakaria. “And the first time you use it, you’re getting something out of it… AI empowers people; it lifts people.”

Related: Here Are the 10 Highest-Paying Jobs with the Lowest Risk of Being Replaced By AI: ‘Safest Jobs Right Now’

AI results in people being able to do more with the technology than they would have without it, Huang said. He elaborated that he was “certain” that the “work that we do in our jobs” would be dramatically transformed due to AI.

Huang, who has been leading Nvidia as CEO since co-founding it in 1993, said his own work has changed because of AI.

“The work will change,” Huang said in the interview. “My job has already changed. The work that I do has changed, but I’m still doing my job.”

Huang said that “some” jobs would be lost because of AI, but “many” jobs would be created thanks to the technology. He predicted that AI would result in productivity gains across industries, lifting society as a whole.

Nvidia CEO Jensen Huang. Photo by Chesnot/Getty Images

Huang’s predictions are less dire than those of Dario Amodei, the CEO of $61.5 billion AI startup Anthropic. In May, Amodei told Axios that within the next five years, AI could wipe out half of all entry-level white-collar jobs and cause unemployment to rise to 10% to 20%. In March, he stated that AI would write “all of the code” for companies within a year.

Adam Dorr, research director at the think tank RethinkX, stated that by 2045, AI and robotics could make human jobs obsolete.

“We don’t have that long to get ready for this,” Dorr told The Guardian last week. “We know it’s going to be tumultuous.”

Related: ‘Fully Replacing People’: A Tech Investor Says These Two Professions Should Be the Most Wary of AI Taking Their Jobs

In a new interview, Nvidia CEO Jensen Huang says AI is “the greatest technology equalizer” the world has ever seen — and that “100% of everybody’s jobs will be changed” as a result.

Huang told CNN‘s Fareed Zakaria on Sunday that AI was an “equalizer,” meaning that it “lifts” people who aren’t well-versed in technology to be able to use it. Huang said ChatGPT, an AI chatbot with over 500 million global weekly users, was an example of how people can easily use AI with little to no formal training in interacting with it.

“Look at how many people are using ChatGPT for the very first time,” Huang told Zakaria. “And the first time you use it, you’re getting something out of it… AI empowers people; it lifts people.”

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How Bookshop’s Founder Raised M+ for Small Businesses

How Bookshop’s Founder Raised $39M+ for Small Businesses


When Andy Hunter, founder and CEO of Bookshop.org, followed his lifelong passion for books into the publishing industry in 2009, he noticed an unsettling shift: The bookstores that had defined his childhood and communities were going out of business — rapidly losing market share to Amazon.

Image Credit: Courtesy of Bookshop.org. Andy Hunter.

The number of U.S. bookstores decreased more than 50% in the span of about two decades, falling from 12,151 in 1998 to 6,045 in 2019, according to data from the Census Bureau’s County Business Patterns.

Jeff Bezos founded Amazon, which initially focused on selling books online, in July 1995. Today, book sales make up roughly 10% of Amazon’s profit at an estimated $28 billion; in 2020, the House Judiciary Committee found that the ecommerce giant controlled over 50% of the total print book market and more than 80% of the ebook market.

Related: Why Purpose-Driven Marketplaces Are the Antidote to Amazon

“Bookstores are advocates and activists for the importance of reading in all their communities.”

Amid Amazon and ecommerce’s quick, concurrent growth, Hunter realized that bookstores were “facing an extinction event.”

“It is really like the environment, where you can have coral reefs, and when the coral reefs die, then everything is hosed,” Hunter explains. “Bookstores are advocates and activists for the importance of reading in all their communities. As those start to die out, the importance of books in our culture also starts to recede.”

Hunter built his career in publishing for more than a decade, during which he co-founded literary websites Electric Literature and Literary Hub and the independent publisher Catapult.

Related: 5 Books Every Small Business Owner Should Read

Over the years, Hunter waited for someone to acknowledge what was happening to the nation’s bookstores, for “some champion to come along” and save them. Then, at a dinner in 2018, Hunter sat next to a member of the American Booksellers Association’s board of directors who pointed out that Hunter had internet expertise — could he help with the organization’s online sales strategy?

That’s when Hunter came up with the idea for Bookshop, the online book seller that funnels profits back to independent bookstores across the country. If shoppers choose a specific local store to support, that small business receives 100% of the sales profit; otherwise, 33% of the profit is distributed among all of the bookstores on the platform.

“Fortunately, it did succeed — and it actually succeeded beyond our wildest dreams.”

“ It was kind of a Hail Mary,” Hunter recalls. “At the time, I was like, Well, this almost certainly won’t succeed because I’ve never done anything like this before, and the odds are completely against us. Nobody wanted to invest in it. But nothing is going to get better if you don’t do anything about it, so at least [we were] going to try to do something about it. And, fortunately, it did succeed — and it actually succeeded beyond our wildest dreams.”

Bookshop launched in January 2020, and in the early days, the “very small, very scrappy” startup didn’t have a customer service team and saw modest sales. That changed when the pandemic hit about eight weeks later. Hunter says that Bookshop’s daily sales grew from $10,000 to $50,000 to $150,000 in short order. In the same period, the number of bookstores on the platform increased from 250 to more than 1,500.

Related: Why Your Business Should Be a Benefit Corporation, or B Corp

Now, Bookshop is a certified B Corp that has raised more than $39 million for independent bookstores to date.

“Our profit is not huge because if our profit is huge, then it’s off of our mission.”

The startup’s explosive growth began to wane in 2022, as customers returned to buy in-person at their local bookstores, Hunter says. Bookshop was profitable in 2020 and 2021, then lost money every year through 2024.

 ”This year, we’re profitable again,” Hunter says, “but we’re really lean. Our expenses are less than 13% of our total sales. We have something like $1.5 million of revenue per employee. We stay super lean because we are trying to always give the maximum amount to the bookstores. Even when we are profitable, our profit is not huge because if our profit is huge, then it’s off of our mission [to] support local bookstores.”

Earlier this year, Bookshop tackled its next frontier: ebooks. The goal was to build a “really easy to use” application that would function across devices in the U.S. and other countries, Hunter says. The initiative, launched in January, has been a challenge for the small company, which lacks the substantial financial backing of competitors. Digital reading subscription service Scribd has raised more than $100 million; Bookshop raised $2.3 million to support its ebook platform.

Related: Why (and How) Amazon Created the Kindle and Changed the Book Industry Forever

“ So we’re talking about a platform that has competitors that are 50 times better funded,” Hunter says, “and that doesn’t even go into Amazon and how much money Amazon has spent on the Kindle. So we are a scrappy, ragtag band of hopefully talented enough people to be able to pull us off.”

Additionally, because Bookshop gives so much of its profit to independent bookstores, it doesn’t have a large digital marketing budget. Bookshop spends about 2% of its revenue on advertisements and marketing. In contrast to the direct-to-consumer brands that saw major growth during the pandemic and spend 15% to 30% of their topline revenue on digital marketing, Bookshop relies heavily on word-of-mouth and referrals, Hunter says.

So far, Bookshop’s word-of-mouth marketing strategy is paying off: The company is about a year ahead of its projections for ebook sales, which already make up 5% of total sales.

“For us, winning is, we got 5% of Amazon customers to switch to independent bookstores.”

Of course, getting Bookshop’s ebooks on Amazon’s Kindle devices could bring even more significant growth. Although the Kindle supports some third-party applications like the library reading app Libby, ebooks from other platforms, including Scribd, aren’t available on the device. Access requires Amazon’s permission, and the request letter that Hunter sent to the company about four months ago has yet to receive a reply.

Bookshop is doing roughly three times the total independent online bookstore sales in 2019, Hunter says — and he’s determined to grow that number.

“ Amazon is really powerful and has tons of resources,” Hunter says. “They’ve got Prime and a lot of ways to lock in customers. So we try to be realistic, but for us, winning is not beating Amazon. For us, winning is, we got 5% of Amazon customers to switch to independent bookstores — that would be a huge lifeline for independent bookstores.”

Related: A Beloved 130-Year-Old Small Business in California Is Seeking a New Owner — and It Won’t Sell to the Highest Bidder: ‘Everybody’s Talking About It’

The good news is that independent bookstores appear to be making a comeback.

“ For the past five years, every single year, more bookstores have opened than closed,” Hunter says. “And there are now, from a low of about 1,900 independent bookstores in the American Booksellers Association in 2019, about 2,800 independent bookstores in the American Booksellers Association.”

The American Booksellers Association, which advocates for independent bookstores, reported 2,433 bookstore companies in 2,844 store locations in 2024, an 11% increase in membership year over year. Bookshop currently hosts more than 2,200 independent stores on its platform.

“The cost is ultimately what kind of society we’re creating.”

Hunter encourages everyone to consider the future they want for themselves and the next generation — and how the small decisions we make every day will shape it.

“Convenience has a cost that isn’t apparent to everybody at the face, and the cost is ultimately what kind of society we’re creating,” Hunter says. “[People should] make the effort of making good choices because they’re going to be living in the world that those choices created.”



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Nvidia CEO Jensen Huang Now as Wealthy as Warren Buffett

Nvidia CEO Jensen Huang Now as Wealthy as Warren Buffett


Nvidia CEO Jensen Huang, 62, has reached the same amount of wealth as Warren Buffett.

Huang and Buffett have been ping-ponging back and forth for the No. 9 and No. 10 richest people spots with around $143 billion to $144 billion in wealth each, according to Bloomberg’s Billionaires Index.

Related: Nvidia Pulls Ahead of Apple and Microsoft to Become the World’s First $4 Trillion Public Company

Huang, who has been selling Nvidia stock as part of pre-arranged agreements, has gained $28.7 billion in wealth this year alone, per the Index. He unloaded $36.4 million worth of stock on July 8, per an SEC filing.

Earlier this week, Nvidia became the world’s first-ever $4 trillion company, flying past Microsoft and Apple. Huang has sold more than $1.9 billion in Nvidia shares to date, per Bloomberg.

Huang co-founded Nvidia in 1993 and has been leading it ever since. He owned about 3.5% of the AI chipmaker as of March.

CNBC reports that Huang still has more than 858 million shares of Nvidia in various trusts and partnerships.

Related: ‘Decade of Autonomous Vehicles’: Nvidia CEO Predicts Major Growth in Robotics, Self-Driving Cars



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10 AI-Proof Jobs With Highest Pay, Fastest Growth

10 AI-Proof Jobs With Highest Pay, Fastest Growth


Is AI coming for your job?

Goldman Sachs predicted in a 2023 report that AI could replace 300 million full-time jobs. McKinsey wrote in the same year that 375 million workers may be displaced by AI by 2030.

As workers increasingly face the threat of automation, researchers at the career resources platform Resume Genius looked at the top professions with the lowest risk of being replaced by AI. In a new report released Thursday, the researchers found 10 roles that met the criteria: high pay (at least $49,500), high job growth (above 10% for 2023 to 2033), and a low automation risk (below 50%).

The researchers evaluated various professions using pay data and projected job growth rates from the U.S. Bureau of Labor Statistics. They also assessed automation risk using a probability calculator.

Related: ‘Fully Replacing People’: A Tech Investor Says These Two Professions Should Be the Most Wary of AI Taking Their Jobs

All of the careers that met the challenge are in the healthcare and applied science industries.

“AI can write code and crunch numbers, but it can’t comfort a patient or make a call in a crisis,” said Resume Genius lead career expert Eva Chan. “The safest jobs right now are the most human ones. The fastest-growing work today depends on care, judgment, and presence, which are all things AI still can’t do.”

The median annual salaries for these jobs range from $62,580 to $149,910.

Related: Amazon CEO Tells Employees AI Will Replace Their Jobs in the ‘Next Few Years’

AI industry experts have been sounding the alarm about AI replacing jobs for months. Geoffrey Hinton, called the “Godfather of AI” for his pioneering AI research, stated in an interview last month that “AI is just going to replace everybody” in white-collar jobs. The Nobel Prize winner said on an episode of the podcast “Diary of a CEO” that “a person and an AI assistant” would be able to replace the jobs that “10 people did previously.”

Meanwhile, Anthropic CEO Dario Amodei said in May that within the next five years, AI could cause unemployment to rise 20% as the technology wipes out half of all entry-level, white-collar jobs.

To avoid the impending job cuts, here are 10 AI-proof jobs, according to Resume Genius.

1. Computer and information research scientist

Median salary: $149,910

Estimated job growth: 26%

AI job takeover risk: 31%

2. Physician assistant

Median salary: $133,260

Estimated job growth: 28%

AI job takeover risk: 0%

3. Nurse practitioner

Median salary: $132,050

Estimated job growth: 40%

AI job takeover risk: 0%

4. Veterinarian

Median salary: $125,510

Estimated job growth: 19%

AI job takeover risk: 7%

5. Medical and health services manager

Median salary: $117,960

Estimated job growth: 29%

AI job takeover risk: 16%

6. Speech-language pathologist

Median salary: $95,410

Estimated job growth: 18%

AI job takeover risk: 9%

7. Operations research analyst

Median salary: $91,290

Estimated job growth: 23%

AI job takeover risk: 42%

8. Epidemiologist

Median salary: $83,980

Estimated job growth: 19%

AI job takeover risk: 7%

9. Logistician

Median salary: $80,880

Estimated job growth: 19%

AI job takeover risk: 38%

10. Wind turbine technician

Median salary: $62,580

Estimated job growth: 60%

AI job takeover risk: 39%

For the full report, click here.

Is AI coming for your job?

Goldman Sachs predicted in a 2023 report that AI could replace 300 million full-time jobs. McKinsey wrote in the same year that 375 million workers may be displaced by AI by 2030.

As workers increasingly face the threat of automation, researchers at the career resources platform Resume Genius looked at the top professions with the lowest risk of being replaced by AI. In a new report released Thursday, the researchers found 10 roles that met the criteria: high pay (at least $49,500), high job growth (above 10% for 2023 to 2033), and a low automation risk (below 50%).

The rest of this article is locked.

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Learn Up to 56 Languages for Just

Learn Up to 56 Languages for Just $35


Disclosure: Our goal is to feature products and services that we think you’ll find interesting and useful. If you purchase them, Entrepreneur may get a small share of the revenue from the sale from our commerce partners.

Entrepreneurs are five times more likely to favor flexibility than the potential to generate profits, according to business insurance specialist Embroker. So, if you’re planning to expand your business internationally or you enjoy working remotely from anywhere, it would be very handy to develop conversational skills in the foreign language of your choice.

Lucky for you, a lifetime subscription to all 56 languages in Qlango Language Learning is available through July 20 for only $34.97, which is 71% off the original $119.99 subscription price.

Not everyone learns the same way, and Qlango adapts to the way you learn best by letting you choose from multiple-choice style, words or sentences, matching, translation, dictation and more. You can also learn at a pace that is best for your lifestyle; simply set a weekly goal that suits your schedule.

Qlango uses a spaced repetition technique that is scientifically proven to help you retain new words more effectively by reviewing them at increasing intervals. The platform poses questions until you provide the correct answers to ensure that you’re really learning. However, it also includes a built-in hint system so you don’t get stuck.

Every language contains over 6,500 of its most commonly used words, plus two example sentences for each word, so you’ll develop a strong vocabulary. You can click on a word to hear just that specific word, as many times as you like, to improve your word recognition and pronunciation.

Best of all, Qlango helps to make learning new languages fun by turning it into an engaging game. Smart suggestions in each of the six difficulty levels help to create a personalized learning experience. It’s easy to see why Qlango has an amazing rating of 4.8 out of 5 stars on the App Store.

Until July 20, get a lifetime subscription to all the languages in Qlango Language Learning for just $34.97, a 71% discount off the original $119.99 subscription price.

StackSocial prices subject to change.

Entrepreneurs are five times more likely to favor flexibility than the potential to generate profits, according to business insurance specialist Embroker. So, if you’re planning to expand your business internationally or you enjoy working remotely from anywhere, it would be very handy to develop conversational skills in the foreign language of your choice.

Lucky for you, a lifetime subscription to all 56 languages in Qlango Language Learning is available through July 20 for only $34.97, which is 71% off the original $119.99 subscription price.

Not everyone learns the same way, and Qlango adapts to the way you learn best by letting you choose from multiple-choice style, words or sentences, matching, translation, dictation and more. You can also learn at a pace that is best for your lifestyle; simply set a weekly goal that suits your schedule.

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Entrepreneurship Is All About Innovation — and AI Can Help

Entrepreneurship Is All About Innovation — and AI Can Help


Opinions expressed by Entrepreneur contributors are their own.

I’ve always been a tinkerer. If I weren’t, there’s almost no chance I’d be an entrepreneur.

When I released my first product in college, my goal wasn’t to make money — it was to build something for the sake of it. I saw a problem and decided to see if I could create a solution.

Turns out, I could. Not everything I’ve built has worked out the way I wanted it to, but that’s okay. The tinkerer mindset doesn’t require a 100 percent success rate. You might think that my love of experimenting would have been tempered once my business grew. But actually, I’ve only become more firm in my conviction that great things come from those who tinker.

Even better? Recent leaps in AI capabilities have only made tinkering easier. Here’s why.

Related: How to Prepare Your Small Business for the Next Wave of AI Innovation

Why experimentation is essential

If there’s one trait every founder needs, it’s a willingness to experiment. Great products aren’t born fully formed — they’re shaped by trial, error, feedback and iteration.

When I launched Jotform, I wasn’t trying to build a company. I was trying to solve a problem. That curiosity led to our first tagline, “The Easiest Form Builder.” I obsessed over usability and kept tweaking the product until it felt effortless to use. That mindset — build, test, improve — has guided every version since.

I often tell the founders I mentor: You don’t need to get it perfect, you just need to get it in front of people. The feedback you get will tell you what to fix, what to double down on and what to scrap.

My 50/50 rule — spending half your time on product and half on growth — is built on the same principle. You’re constantly experimenting on two fronts: what you’re building and how you’re getting it into users’ hands. It’s a push-pull dynamic that inherently requires trial and error.

Why AI is a tinkerer’s dream

Here’s the thing about tinkering: It doesn’t work under duress.

Today, experimentation is easier and more accessible than ever thanks to AI. In the past, it was extremely difficult to carve out the time and space to be creative, because who has several uninterrupted hours just to play around with a project that may ultimately yield nothing? For me, early mornings and late nights were the golden times for working on my startup, when I didn’t have to focus on my day job or any other obligations nagging for my attention.

For many people, those precious off-hours are still the ticket to unlocking creative thinking. But instead of wasting them on exasperating tasks like debugging code, designing a UI or writing copy from scratch, you can offload those responsibilities to an AI assistant. Want to build a landing page, translate it and generate five headline variations? That’s now a 30-minute exercise, not a full weekend.

That kind of efficiency is a game-changer. It lowers the cost of experimentation, and more importantly, it removes the friction between idea and execution. You can move straight from “what if?” to “let’s find out,” which is exactly what tinkering is all about.

Related: Why Smart Entrepreneurs Let AI Do the Heavy Business Lifting

Amplifying creativity

There’s a misconception that AI will do all the work for you. It won’t. AI, at least not yet, cannot replicate human creativity and ingenuity. What it will do is eliminate the bottlenecks that keep you from doing your best work.

Recently, I returned from an eight-month break from my business. I’d had my third child, and I wanted to take the opportunity to spend time with my family. Once back in the office, I realized I didn’t want to return to the way I’d been working before, getting pulled in several directions at once and being too stretched thin to focus on what I cared about.

Instead, I decided to dramatically limit the areas of my business I would focus on. Recently, that’s meant working with our architect to design a new office space. It’s something I enjoy, but couldn’t fully commit to previously thanks to a pileup of other distractions.

In the past, I might have had to let it go — just because I wanted to be involved didn’t mean I’d have the bandwidth to do it. It was a project that interested me, but didn’t require my participation. That’s the thing about tinkering — most of it isn’t strictly necessary.

Since I’ve returned, I’ve been able to focus on blueprints and layout concepts for uninterrupted stretches of time. How?

One reason is that I have an executive team that has been able to take over many of the day-to-day functions that previously absorbed my attention. The second is because I’ve deputized AI to take on some of my most annoying, time-consuming busywork. For example, I’ve refined my already-effective email filtering technique even further with the help of an AI agent, which autonomously sorts and in some cases, even responds to routine queries so I don’t have to. That means less time fighting the onslaught of emails, more time investing my energy where it counts.

My goal isn’t to have AI figure out window placements for me, make hiring decisions or determine the strategic direction of my company. Instead, it’s to clear my plate of the time-consuming tasks that have distracted me from what I want to do.

For entrepreneurs, AI has afforded us more of the most valuable resource we have: the space to tinker. And in my experience, that’s where everything worthwhile happens.

I’ve always been a tinkerer. If I weren’t, there’s almost no chance I’d be an entrepreneur.

When I released my first product in college, my goal wasn’t to make money — it was to build something for the sake of it. I saw a problem and decided to see if I could create a solution.

Turns out, I could. Not everything I’ve built has worked out the way I wanted it to, but that’s okay. The tinkerer mindset doesn’t require a 100 percent success rate. You might think that my love of experimenting would have been tempered once my business grew. But actually, I’ve only become more firm in my conviction that great things come from those who tinker.

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Why Waiting for Monthly Financial Reports Is Creating Blind Spots and Slowing Your Growth

Why Waiting for Monthly Financial Reports Is Creating Blind Spots and Slowing Your Growth


Opinions expressed by Entrepreneur contributors are their own.

We live in a time when numbers hit our inboxes faster than we can process them — forecasts, cash flow snapshots, margin breakdowns. But real leadership doesn’t happen in spreadsheets. It plays out in moments where you have to weigh risk, seize opportunity, and move — often with imperfect information.

That’s why financial intuition matters more than ever.

What does it mean to lead financially?

Financial intuition isn’t just about knowing the numbers. It’s the ability to connect the dots between what’s happening in your business and what those numbers are about to reveal. It’s the sense that something’s shifting — before the report confirms it.

This isn’t about gut instinct. It’s pattern recognition. And it’s built through experience, strategic questioning and curiosity.

You don’t need a finance degree to lead this way. But you do need a deeper relationship with the numbers — one that goes beyond interpretation and into anticipation.

Why it matters now

Markets are moving faster. AI, automation and real-time reporting have sped up how businesses operate. CEOs can no longer afford to wait for quarterly reviews to pivot or respond. By the time your spreadsheet confirms what your instincts suspected, your competitors may have already taken action.

The challenge today isn’t a lack of data — it’s knowing which data matters and when to act on it.

Leaders who operate with financial intuition don’t just read reports. They anticipate momentum. They don’t just measure metrics — they shape outcomes.

Related: 7 Ways Entrepreneurs Can Sharpen Their Leadership Skills and Drive Business Growth

From metrics to meaning

Too many leadership teams spend hours in meetings debating lagging indicators: what happened last quarter, what was spent last month. These numbers are useful, but they’re rearview mirrors.

What drives high-performance teams is a shift toward forward-looking insight. Leaders with strong financial intuition ask different questions:

  • “What does this margin shift signal about our pricing?”
  • “Is our cost increase a one-time event, or a trend?”
  • “Are we investing in tomorrow — or just maintaining today?”

These questions move the team beyond static analysis into strategic foresight. That’s how intuitive leaders transform financials from a report into a roadmap.

Translate numbers into stories

Don’t just ask for the numbers — ask for the narrative.

What’s improving, what’s slipping and why? A 2% change in margin doesn’t matter much on its own — but understanding what’s driving it might reveal a broader trend, one that requires immediate action.

By linking data to context, financial discussions become more meaningful. They stop being report reviews and start becoming strategy sessions.

Connect financials to strategy

Every financial conversation should point back to the bigger picture. That’s how leadership builds clarity and alignment.

Ask:

  • Is this expense aligned with our growth goals?
  • Are we under-investing in the areas that generate the most momentum?
  • What does this cash position mean for our hiring roadmap?

When financial thinking is embedded in decision-making — not siloed in the finance department — it gives leaders a clearer lens for risk, timing and opportunity.

Related: 5 Entrepreneurial Mindset Principles That Empower Financial Literacy

Focus on core indicators

Not all data is created equal. Many leaders try to track too many metrics and end up reacting to noise. Instead, build financial intuition around a few core indicators that reflect direction — early signs of velocity, margin health or customer engagement.

Think of these signals like a dashboard. You don’t need every detail — you need to see where you’re headed.

Listen to your frontline

One of the most overlooked sources of financial insight? Your own team.

Frontline managers often spot trends — operational inefficiencies, customer churn, supplier changes — before they ever show up in a report. Give them the context to understand the financial implications and the invitation to speak up.

When your people know how to connect what they’re seeing to what it means financially, your organization becomes more proactive, less reactive.

Don’t outsource — engage

Too many CEOs treat finance like a back-office function. But the most effective leaders use finance as a strategic tool.

A great CFO doesn’t just deliver the numbers — they help interpret them, explore scenarios and make smart bets. Whether you have a full finance team or a part-time advisor, treat finance like a thought partner, not a checklist.

You don’t have to be a spreadsheet expert. But you do need to engage in the meaning behind the numbers — and ask the right questions.

Make it part of the culture

Intuitive leadership is contagious. When the CEO frames decisions in terms of risk, return, and timing, the entire leadership team starts doing the same.

You’ll hear new kinds of conversations:

  • “If we stretch on this investment, what’s our cash cushion?”
  • “If this client churns, how does it impact our margin goal?”
  • “What’s the ROI if we reallocate resources toward retention?”

That cultural shift leads to better decisions. Teams align faster. Finance becomes a shared language, not a report you check at the end of the month.

The shift that changes everything

Over the years, I’ve worked with founders and executives who didn’t just want to keep the lights on — they wanted to build something transformational. The ones who made that leap stopped treating finance as a gatekeeper. They made it a core part of how they lead.

One CEO told me, “I used to feel like I was waiting for permission from the numbers. Now I’m ahead of them.”

That’s the power of financial intuition.

And it starts by moving past the report, into the story the numbers are trying to tell.

We live in a time when numbers hit our inboxes faster than we can process them — forecasts, cash flow snapshots, margin breakdowns. But real leadership doesn’t happen in spreadsheets. It plays out in moments where you have to weigh risk, seize opportunity, and move — often with imperfect information.

That’s why financial intuition matters more than ever.

What does it mean to lead financially?

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