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Entrepreneurship is starting a company. Intrapreneurship is transforming a business from within as an employee.

Elizabeth Funk is familiar with both paths. As an early employee at Yahoo! and Microsoft, Funk helped pioneer services like Yahoo! Shopping and Microsoft Word. After thinking online shopping would be a cool feature, she pitched and wrote the first code for Yahoo! Shopping herself. She was also a product manager on the early team for Microsoft Word and part of the original founding team that created Microsoft Office.

^{Elizabeth Funk. Photo Credit: In Her Image Photography.}

Now, as the founder and CEO of the nonprofit DignityMoves, Funk strives to find Silicon Valley-level disruptive solutions to homelessness, a problem that affected more than 771,800 Americans in 2024. DignityMoves addresses unsheltered homelessness by developing interim housing to get people off the streets as quickly as possible.

Related: Challenges Are Opportunities’: Reebok’s 89-Year-Old Founder Is Launching the World’s First Futuristic AI Shoe

Entrepreneur interviewed Funk about how she displayed intrapreneurship at Microsoft and Yahoo!, her approach to problems, and the lessons that she’s bringing with her to DignityMoves.

You were one of the first employees at Yahoo! and on the early team for Microsoft Office. What was it like working on these products?
At Yahoo! we were making it up as we went along. We had no idea how people were going to use the Internet, or what it could do. I was coming from software (Microsoft), where it would take 18 months before a new feature idea would be in users’ hands (back then we printed the software on CDs and shipped it in packages). At Yahoo! I could come up with a feature, put it out on the web, sleep a few hours under my desk (a frequent habit), and wake up to see that a million plus people had used it, as well as how they’d used it. Trial and error was a fundamental design strategy. There was very little downside risk to putting out a feature to see if it appealed.

How did you approach problems on these teams?
At both companies, it was fundamental that we had very collaborative working styles. At Yahoo!, we tried to do as many meetings standing as possible. Once you sit for a meeting you’re presumed there in that seat for 60 minutes. Who decided that all issues require exactly 60 minutes to solve? Instead, the person calling the meeting would pre-socialize the issue with folks individually, narrow it down to a few choices, and ideally the team would stand in the conference room, debate the pros and cons, and decide. We also did not believe in “democracy” in this environment. If you require unanimity you’ll end up with the lowest common denominator.

What was Yahoo! Shopping’s origin story?
In the early days of Yahoo! I was one of the only females. I kept thinking “Wouldn’t it be cool if you could shop online?” The guys were completely not intrigued. So I went to Barnes & Noble and bought “HTML for Dummies” and wrote [the code] myself. I got into a lot of trouble– clearly, web coding is not my forte, it was terrible. It also only had three to four links (about as many online retailers existed, at the time). But we tried it, and in retrospect, I turned out to be right.

Related: Why Embracing Intrapreneurship Will Cultivate Innovation Within Your Company

What advice would you give people looking to make a difference from within a company?
If your business model can support it, use trial-and-error, “minimal viable product” approaches to experiment before investing a lot of energy in new features or projects.

How do you approach managing people?
As a manager, I believed in giving every person their own area of (almost) full authority. Even the most junior person would “own” their small part of the business. I believe that the entrepreneurial spirit is like a precious elixir — if you could bottle it, you could sell it for $1 million per drop. There is nothing more powerful. As a manager, the secret was to find ways to instill that elixir in every employee. Magic happens.

What lessons from Yahoo! and Microsoft are you bringing with you as a founder?
At Yahoo! we thought that the global internet was going to be too massive for people– they were going to want to stay within their local communities. So we created Yahoo! LA, Yahoo! San Francisco, and so forth. It took us a while to realize that people had only defined “community” by their zip code in the past because that was their only option. Now people could define “community” by a shared love of Beanie Babies. The same seems true for how people use the internet today: they gather in community across zip codes and borders, united by what makes them unique, and what connects them to others.

Related: I Shifted From Founder to CEO 20 Years Ago and Never Looked Back — Here’s How to Successfully Make the Leap

Meta didn’t build its advertising empire on guesswork. Every dollar spent on ads is optimized for a return. On average, businesses running Facebook and Instagram ads see an 8-12x ROI on every dollar spent.

One thing Meta excels at is hyper-personalization. Every ad isn’t just shown — it’s shown to the right person at the right time with the right message.

Take the case of a boutique ecommerce store selling handmade jewelry. They invested $10,000 in a weekend ad campaign, targeting previous website visitors and cart abandoners. Instead of spraying their ads broadly, they focused on customers who had already shown interest but hadn’t completed a purchase.

The result? $125,000 in sales over 48 hours.

The lesson here is simple:

• Start small, target smart: Identify your warm leads (past visitors, email subscribers, cart abandoners).

• Use retargeting campaigns: Ads that follow up on previous user behavior are significantly more effective.

• Test multiple ad variations: Meta doesn’t rely on one ad — it runs dozens of versions simultaneously and optimizes in real time.

Related: A Step-by-Step Guide on How to Make Money With Facebook Ads, According to Experts

Turning data into dollars

At the core of Meta’s success is data. The company processes four petabytes of user data daily, turning raw information into actionable insights. But this isn’t exclusive to tech giants — you can replicate it with affordable tools.

For example, a Shopify store owner noticed a 35% cart abandonment rate using Google Analytics. They discovered that customers often dropped off at the shipping details step.

The fix? They removed an unnecessary form field and introduced free weekend shipping.

The store generated $75,000 in additional sales in just one weekend without increasing ad spend.

The power here wasn’t just in having data but in acting on it.

• Set up analytics tools: Google Analytics, Facebook Pixel or heatmap tools like Hotjar can show you exactly where customers drop off.

• Focus on quick wins: Small changes, like simplifying forms or adding one-click checkout options, can yield massive results.

• Refine every weekend: Meta doesn’t stop testing. Every campaign builds on the last one.

The urgency effect

Why do flash sales work? Because urgency is a psychological trigger. Meta understands this deeply, and many of its ad strategies rely on creating urgency and scarcity.

A small SaaS company launched a “Weekend-Only Lifetime Access Campaign” priced at $299. They didn’t just announce the offer — they built excitement.

• Friday morning: They teased the deal via an email campaign.

• Saturday morning: They launched the sale with a bold “48 Hours Only” banner.

• Sunday afternoon: They sent a final reminder email, warning that the sale was ending soon.

The result? $1.2 million in sales over the weekend.

Urgency works because it forces action. To replicate this:

• Make it time-sensitive: Limited-time offers push customers to act now, not later.

• Use clear CTAs: Words like “Buy Now” or “Limited Time Offer” make the action crystal clear.

• Send follow-up reminders: Most purchases during flash sales happen after reminder emails.

Related: How to Manufacture Sales Urgency (Without Sounding Like a Scam Artist)

Automation: The hidden multiplier

Meta doesn’t rely on human teams for every decision — it relies on automation at scale. The beauty of today’s technology is that automation isn’t just for billion-dollar companies anymore.

Take the example of a fitness coach selling online courses priced at $499. Instead of manually handling inquiries, payments and follow-ups, they set up a system:

1. An AI chatbot handled common questions.

2. Automated emails nurtured leads who signed up but didn’t buy.

3. Payment systems ensured seamless checkout without friction.

Over one weekend, they sold 2,000-course spots, generating $998,000 in revenue.

Automation doesn’t replace human connection — it amplifies efficiency so you can focus on high-impact decisions.

• Use AI for customer support: Chatbots like Tidio or Intercom can resolve inquiries instantly.

• Automate payment systems: Stripe and PayPal ensure smooth checkouts.

• Schedule marketing ahead of time: Use tools like Mailchimp or Buffer to pre-plan campaigns.

Your million-dollar weekend playbook

If you want to replicate the success of Meta and the case studies we’ve covered, here’s a weekend roadmap to follow:

1. Thursday: Launch ads targeting your warmest audience (website visitors, subscribers).

2. Friday morning: Tease your offer via email and social media.

3. Saturday morning: Launch the main flash sale with clear, urgent messaging.

4. Sunday morning: Send reminder emails and retarget ad campaigns.

5. Sunday night: Send a final “last chance” offer email before closing.

Businesses that follow this strategy often see 2-10x ROI on weekend campaigns.

Related: The Author of ‘Million Dollar Weekend’ Says This Is the Only Difference Between You and the Many ‘Very, Very Dumb People’ Making a Lot of Money

The takeaway: Meta’s playbook isn’t locked away

Meta’s billions aren’t a result of luck — they result from data-driven precision, automation and customer psychology. The strategies that drive their revenue are repeatable and scalable for entrepreneurs at any level.

Here’s your cheat sheet:

• Know your numbers: Track customer behavior and optimize every touchpoint.

• Act with urgency: Time-limited offers drive immediate action.

• Automate, automate, automate: Remove bottlenecks from your business processes.

• Iterate relentlessly: What worked last weekend might need refinement this weekend.

Meta’s success is a framework, not a fluke. The steps are the same whether your goal is $10,000 or $1 million.

Your million-dollar weekend doesn’t start with hope — it begins with execution.

This weekend, don’t just run a campaign — run a system.

Playing it safe in business? That’s exactly why you’re stuck. The harsh reality is that the biggest wins in entrepreneurship come from bold, audacious bets — the kind of decisions that make most people sweat and question your sanity. It’s not about recklessness; it’s about having the courage to step outside the norm, seize opportunities others overlook and embrace the uncertainty that comes with pursuing greatness.

The difference between merely surviving and truly thriving isn’t in doing what’s expected but in taking calculated risks that redefine the rules and change the game entirely.

Related: You Have to Take Risks to Succeed. Here Are 4 Risk-Taking Benefits in Entrepreneurship

1. Elon Musk: Go all in (even when it’s crazy)

Risk: Elon Musk famously poured his entire PayPal fortune into his next ventures — SpaceX and Tesla — leaving himself nearly broke.

In 2008, both companies were on the brink of collapse. Tesla’s production delays and SpaceX’s failed launches nearly bankrupted Musk. Instead of cutting his losses, he doubled down, betting everything on one more launch for SpaceX. That launch was successful, securing a $1.6 billion NASA contract and saving both companies.

The lesson: Most entrepreneurs hedge their bets to avoid failure. Musk’s story shows that sometimes, the only way to win big is to go all in. The difference between success and failure often comes down to sheer determination and risking it all for the vision you believe in.

2. Sara Blakely: Bet on yourself (when no one else will)

Risk: Sara Blakely, the founder of Spanx, had zero experience in fashion or business. She took her entire life savings — $5,000 — and invested it into her crazy idea for footless pantyhose.

Blakely was rejected by every hosiery manufacturer she approached. Instead of giving up, she hand-sewed her first prototypes and hustled to get her product into Neiman Marcus. That risk paid off. Spanx became a billion-dollar brand, and Blakely became the youngest female self-made billionaire.

The lesson: No one is going to believe in your idea as much as you do. Waiting for someone else to validate your vision is a surefire way to fail. Betting on yourself means pushing forward when the odds are stacked against you.

Related: (Podcast) Barbara Corcoran Reveals How to Not Be Afraid of Taking Risks

3. Jeff Bezos: Keep reinvesting (even when you’re profitable)

Risk: In Amazon’s early days, Jeff Bezos took all of the company’s profits and reinvested them into growth.

At a time when competitors were cashing out, Bezos took massive risks by building infrastructure and expanding Amazon into new markets, often at a loss. That relentless focus on reinvestment is why Amazon went from a bookstore to one of the largest companies in the world, dominating cloud computing, logistics and retail.

The lesson: Short-term wins won’t build a legacy. If you’re playing it safe by pocketing profits and holding back on growth, you’ll fall behind. Entrepreneurs who win big take the long view — and are willing to sacrifice short-term comfort for long-term dominance.

4. Richard Branson: Embrace the risk culture (even when it fails)

Risk: Richard Branson‘s Virgin brand is synonymous with risk. He launched Virgin Records, Virgin Atlantic and even Virgin Galactic — a space tourism company. Not all of his ventures succeeded. Virgin Cola, Virgin Brides and Virgin Cars all failed spectacularly.

But Branson’s “risk culture” is what makes him one of the most successful entrepreneurs in the world. He views failure as a necessary step to innovation. By embracing risk, he’s built a multi-billion-dollar empire spanning industries.

The lesson: Failure isn’t fatal — but playing it safe is. The only way to innovate is to take risks, even when there’s a chance of failure. If you’re not failing occasionally, you’re not taking big enough risks.

Related: Richard Branson on the Importance of Taking Meaningful Risks

5. Howard Schultz: Double down on expansion (even when everyone says stop)

Risk: Howard Schultz took Starbucks from a small Seattle coffee chain to a global powerhouse by betting big on expansion.

During the 2008 financial crisis, while most companies were scaling back, Schultz doubled down on Starbucks’ global growth, investing in new stores, technology and customer experience. His risk paid off. Starbucks came out of the recession stronger, more profitable and more innovative than ever before.

The lesson: When everyone else is retreating, the boldest move is to advance. History shows that some of the most successful entrepreneurs made their mark by leaning into uncertainty when others hesitated. By taking calculated risks during tough times, they positioned themselves to seize opportunities, innovate and build resilience.

If you’re playing it safe, you’re playing to lose. The greatest entrepreneurs in history didn’t get there by avoiding risk — they bet big on their visions, doubled down during tough times and weren’t afraid to fail. The question isn’t whether you’ll face risk in your business. The question is: Will you be bold enough to take the kind of risks that lead to life-changing rewards? After all, the biggest breakthroughs often come from the biggest leaps of faith.

JPMorgan Chase informed its 300,000 employees on Friday that it is implementing a strict return-to-office policy and almost all workers are required to work in the office five days a week beginning in March, according to an internal memo seen by Barron’s.

“We feel that now is the right time to solidify our full-time in-office approach,” the memo reads. “We think it is the best way to run the company.” The only exceptions to the mandate are teams with work that “can be easily and clearly measured.”

According to Bloomberg, more than half of JPMorgan staff, or about 60%, are already working in the office five days per week. These employees are managing directors, bank branch workers, and salespeople, among other senior or client-facing roles. The shift from hybrid to fully in-person work will most likely affect back-office roles, like call center workers, the outlet noted.

JPMorgan Employees React to RTO Mandate

The bank posted the news to an internal company website, and the return-to-office mandate was met with pushback by employees.

^{JPMorgan CEO Jamie Dimon. Photographer: Kent Nishimura/Bloomberg via Getty Images}

Related: ‘Five Is Ideal’: JPMorgan Will Reportedly Follow Amazon, Walmart With Strict Return-to-Office Policy

Employees could leave comments attached to the news with their first and last names on display — and they did, with more than 300 sharing worries about the return-to-office mandate’s effects on their commute, childcare costs, and work-life balance.

According to people familiar with the matter who spoke with the WSJ, one person even brought up unionizing to keep the hybrid schedule.

This reportedly led JPMorgan to shut down comments on Saturday, though parts are still available for employees to see, per the WSJ.

Related: JPMorgan Chase CEO Jamie Dimon Isn’t Worried About AI Taking Over Jobs — Here’s Why

JPMorgan CEO Jamie Dimon told the Wall Street Journal in April that he prefers people work in the office five days per week, though in some cases, “taking a day or two at home is fine.”

JPMorgan is the largest bank in the U.S. with $3.9 trillion in assets.

In implementing a fully in-person schedule, JPMorgan follows the example of companies like Amazon and Walmart, both of which have received pushback from employees.

Some Walmart employees opted to quit instead of comply and 73% of Amazon corporate employees stated in September that they were looking for a new job, shortly after Amazon announced the return-to-office mandate.

Related: JPMorgan Chase CEO Jamie Dimon Says Bankers Are ‘Dancing in the Street’ Following Donald Trump’s Win

It’s really hard to find a job right now, and the prevalence of “ghost jobs” is not helping.

According to an internal review of data by hiring platform Greenhouse, 18% to 22% of job posts are ghost listings, or roles that companies aren’t actually trying to fill.

Greenhouse has more than 7,500 clients, including Major League Baseball and HubSpot, and found that nearly 70% of the companies using its platform had posted at least one ghost job in the second quarter of 2024.

Construction, the arts, food, and legal were the industries with the most ghost jobs, according to the internal data.

For about 15% of Greenhouse’s clients, posting ghost jobs was a regular occurrence. Half of the jobs listed by this group went unfilled in the second quarter of last year.

Related: AI Can Now Apply to 1,000 Jobs While You Sleep. Here’s How Many Interviews an AI Bot Creator Got in One Month.

“It’s kind of a horror show,” Greenhouse president and co-founder Jon Stross told the Wall Street Journal, adding that “the job market has become more soul-crushing than ever.”

Greenhouse isn’t the first to study the issue. An October analysis from Resume Genius found that there were over 1.6 million potential ghost jobs on LinkedIn in the U.S. alone.

Why Do Companies Post Ghost Jobs?

According to Resume Genius, leaving up dead-end job postings is advantageous to companies because it creates the illusion that the company is growing, leaves the door open to new talent, and allows them to amass LinkedIn followers and emails for mailing lists.

Related: I Quit My Corporate Job to Start a Business. Here’s How I Went From Having $35,000 Credit Card Debt to Making $4 Million.

Clarify Capital, a small business loans site, surveyed over 1,000 hiring managers in 2022 and one of the most common reasons provided for having ghost job listings was to keep current employees motivated by giving the impression of growth.

How to Spot a Ghost Job

According to Resume Genius’ Job Seeker Insights Survey, conducted in August, nearly one in three job searchers were frustrated by ghost jobs.

Resume Genius recommends that job seekers always check the date that a position was listed and pass on applying if it was up for two months or longer. According to the Society of Human Resource Management, the average time to fill open roles was 41 days in 2024, or about a month and a half.

Another way to spot a ghost job from a job board is to cross-check the role with listings directly on the company’s site. Sometimes the company’s site will have more up-to-date information.

Checking the company’s social media and reaching out to the company directly are also options.

Related: These Are the 10 Highest-Paying Jobs With the Lowest Stress, According to a New Report

A couple of months ago, I visited a well-known establishment in Miami for dinner. Even though it was a regular weeknight — not nearly as busy as a weekend rush — I noticed one of the staff members seemed completely overwhelmed. The table next to me was making endless demands, and the employee was visibly stressed, trying to accommodate them all. Watching this unfold, I couldn’t help but think: “Is this really how businesses should operate?” The idea that one customer could disrupt an entire team’s performance didn’t sit right with me.

The phrase “the customer is always right” has been a cornerstone of business for decades. This culture of prioritizing customer satisfaction has spilled into every industry. It’s a principle reinforced by review platforms like Yelp and Trustpilot, where reputation directly influences revenue. At OysterLink, we feel this pressure too, constantly working to stand out in a competitive market.

But as entrepreneurs, we have to ask: At what cost? In doing so, have businesses overlooked something far more important? It’s time for a shift — from rigid service norms to a relationship-driven model, where the connection between employees, customers and leadership is valued more than blind compliance.

Related: The Customer Isn’t Always Right, But They Should Be Treated Right — Here’s Why It Really Matters (and How to Keep Them Happy)

The dark side of ‘the customer is always right’

There’s endless focus on keeping customers happy, but little attention is paid to how this impacts employees. The relentless push to please clients often leads to burnout and low morale. If chasing perfect reviews comes at the expense of employee morale or long-term stability, it’s time to rethink the approach.

In fact, a recent survey found that over 80% of employees experience burnout from their workload. And a significant part of that workload is centered around meeting customer demands. When employees are burned out, they’re less likely to deliver high-quality service.

This creates a vicious cycle. Unreasonable customer expectations lead to stressed employees, which in turn impacts overall service quality. Errors become more frequent, delays grow longer and other customers are left dissatisfied.

Over time, this cycle can drive high turnover rates — a costly problem for any business. Replacing a single employee can cost up to twice their annual salary, factoring in recruitment, hiring and training expenses. While businesses may secure short-term customer satisfaction, they often pay a long-term price.

The benefits of building relationship-centric service

What if businesses shifted their focus from appeasing every customer demand to building genuine relationships? When customers feel valued as part of a community, they’re more likely to return and less likely to make unreasonable demands.

Achieving this requires empowering employees to connect with customers on a personal level. This could mean remembering names, preferences, or special requests for regular patrons. More importantly, it means giving employees the flexibility to resolve issues with empathy and understanding, rather than rigidly adhering to outdated principles.

Every customer situation is unique. Often, customers simply want to feel heard rather than be offered a generic solution. By equipping employees with the tools and training to exercise good judgment, businesses can foster a more positive environment for both staff and customers.

A thriving work environment doesn’t just benefit employees — it also attracts the right talent and helps retain them. Happy employees are the foundation of happy customers, creating a cycle of positivity that drives business success.

Related: Who Is More Important — Your Customers or Your Employees?

Examples of relationship-driven success

Companies that embrace a relationship-centric approach show how prioritizing employee satisfaction leads to exceptional service and customer loyalty.

With the motto “We are ladies and gentlemen serving ladies and gentlemen,” The Ritz-Carlton emphasizes mutual respect between staff and guests. Employees are empowered to go above and beyond to resolve issues and create memorable experiences. For example, a Ritz-Carlton employee once flew across the country to return a guest’s lost laptop — a small act that cemented the brand’s reputation for excellence. This commitment to relationships fosters unwavering customer loyalty.

Chewy, known for its exceptional customer service, demonstrated extraordinary empathy in a situation that involved a grieving customer. After the customer’s pet passed away shortly after purchasing a large order of pet food, Chewy’s team went beyond a typical refund. They not only provided a full refund but also sent a heartfelt condolence card and a bouquet of flowers to express their sympathy. This personal gesture wasn’t a scripted response — it was the result of a company culture where employees are trusted and encouraged to act with empathy. This story shows how allowing employees to be human fosters powerful, meaningful customer experiences.

Embrace change: Prioritize authentic connections

It’s time for business leaders to rethink outdated norms and embrace change. Building genuine connections — among employees, customers and leadership — isn’t just a “nice-to-have.” It’s a necessity for long-term success.

At Oysterlink, we decided to focus on building a community and providing practical support like career advice, industry leader interviews and paycheck calculators, while also partnering with employers for giveaways like free consultations. This relationship-centric approach has already boosted customer loyalty. For example, candidates engage with our resources even after finding a job. As a result, we’ve seen higher retention rates and positive feedback.

The benefits are clear: a happier team, more satisfied customers and a stronger business overall. After all, the best relationships — whether in business or life — are built on mutual respect, not one-sided demands. By adopting this mindset, businesses can create a more balanced and rewarding future for everyone involved.

Related: Why Prioritizing Connections Will Be the Superpower That Drives Your Success

Small business owners closed out 2024 wondering if their tech stack could handle not just the holiday rush, but the challenges of 2025. While 40% of SMBs admit to experiencing “AI FOMO,” according to a survey by my company Builder.ai, they’re hitting real roadblocks: budget constraints, integration headaches and that nagging question: “Is this the right time to jump in?”

Nearly a decade ago, software development was an unplanned route for my professional journey and not something that I anticipated. I was co-founding my photography company and found myself frustrated at software developers who were supporting us at that time. This sparked a slew of ideas around the question of if professional engineers are struggling, how could entrepreneurs or startups create their own apps with little to no technology experience?

I can imagine how hard it is for small businesses to cut through the noise and stand out during the busiest shopping time of the year. The pressure to promote your business effectively, while juggling sales, marketing and customer service, was overwhelming.

Think of AI like that perfect holiday gift — initially daunting to pick out, but ultimately transformative. From handling routine customer queries to streamlining inventory management, AI is like having a tireless assistant who never asks for overtime.

But here’s the thing: Choosing the right AI tool shouldn’t feel like blindly picking from a gift catalog. The key is finding a solution that plays nice with your existing tech and feels less like a disruption and more like a natural extension of your business. Think of it as adding a new team member who seamlessly fits into your existing crew.

Related: Almost Half of VC Funding Raised Last Year Went to Startups in One Category

Implementing AI during uncertain times

In today’s uncertain economic climate, having AI in your corner is like having a business stabilizer. It’s not just about automating tasks — it’s about making smarter, data-backed decisions and a reality check: resistance vs. progress. Small business owners face unique challenges like proper support, education and resources to implement AI solutions across their business. In my experience, I’ve seen one of the biggest issues in the technology industry — the overwhelming hurdles to entry for entrepreneurs, especially those operating a small business.

Let’s address the elephant in the room: AI isn’t exactly the new kid on the block, but its recent explosive growth has many small business owners feeling uneasy. The concerns are real: 29% worry about tech failures, 28% about employee pushback and 27% about costs burning a hole in their pocket, according to the Builder.ai survey. Add to that the 30% who are watching the AI regulatory landscape with raised eyebrows.

While these fears are valid, I’ve learned strategies to navigate these concerns and discovered in my journey that it is not the technology that is the barrier for users, it’s the need for understanding and deploying it to make it accessible and integrated throughout a business. It is critical for small businesses to stay competitive and not fall behind on technological advancements in their respective industries. While there are apprehensions and outside factors to consider, small businesses should embrace AI as soon as possible to improve their business model and ROI as we head into the new year.

The AI advantage: More than just a seasonal helper

But here’s an interesting twist — despite these concerns, 54% of small businesses are planning to increase their AI investment this year. Why? Because smart business owners know that staying competitive means embracing innovation, even when it feels uncomfortable.

Beyond the holiday chaos, AI brings year-round perks. Picture this: smoother app development, better time management and communication that flows effortlessly both inside and outside your business. The best part? You’re always in the driver’s seat, with transparent processes that keep you in control. AI can be the support you need near the end of the year and can work to streamline processes and make your overall workflow more efficient.

When seeking an AI tool, look for one that acts as a partner of your team and easily integrates with existing technology and infrastructure already in place. It should be straightforward, fully transparent and give small business owners complete control of the project they are working on. During uncertain times, AI and software solutions can provide the structure and support to keep small businesses on track, no matter the storm.

Related: These Days, Everything Is ‘Powered By AI.’ Here’s How to Tell Hype From Real Innovation.

The final take

The holiday season reminds us that sometimes the best gifts are the ones that seem a bit intimidating at first. In my own career, I’ve learned firsthand that technology should empower entrepreneurs and make them feel like superheroes, it shouldn’t set them back. AI might feel like that complex gadget you’re hesitant to unbox, but once you do, you’ll wonder how you managed without it. And unlike those holiday sweaters that end up in the return pile, this is one investment that keeps on delivering value.

For small businesses leaping headfirst into 2025, the question isn’t really whether to adopt AI, but how to do it smartly. With the right approach and tools, AI can be the gift your business didn’t know it needed — no gift receipt required.

Spencer Rascoff co-founded Zillow. Austin Allison sold his company to Zillow for $125 million. Now they’ve teamed up to co-found Pacaso and transform the $1.3T vacation home market.

Pacaso’s streamlined digital marketplace is leading the co-ownership revolution, making luxury vacation homes accessible, fully utilized, and hassle-free. And the results speak for themselves: nearly $1 billion in transactions, 1,500+ happy homeowners, $100 million+ in gross profits, and impressive growth on their H1 2024 earnings, the company says.

With properties in 40 markets, Pacaso is using co-ownership to make luxury vacation homes accessible worldwide. And this is just the start. Even better – investors can join for just $2.70/share.

Next-generation co-ownership

Pacaso’s co-ownership model is powered by proprietary tech and an innovative structure that eliminates the headaches of traditional vacation home ownership. Here’s how it works:

• Seamless transactions: Clients easily buy, finance, and resell shares of luxury homes through Pacaso’s intuitive platform.
• Turnkey ownership: Pacaso handles maintenance, scheduling, and furnishing; owners simply enjoy their vacation homes.
• Maximized value: Homes that once sat empty 90% of the year now stay occupied nearly year-round, benefiting owners and local economies.

And the demand for their services and expertise is real. Co-ownership is growing 21% annually in the U.S., and Pacaso homes have appreciated nearly 10% since 2021 – roughly double the growth of the broader luxury market.

Dominating a $1.3 trillion market

Pacaso is leading the charge in the $1.3 trillion U.S. vacation home market, combining real estate innovation with tech-driven efficiency to generate multiple revenue streams. These include transaction service fees on every sale, recurring property management fees, and exclusive financing options tailored to co-owners.

The platform’s global reach is growing quickly, with recent market expansions in Paris and London. In fact, Pacaso’s first Paris property sold out so fast that they purchased a second – on the same street. Now, as they scale, Pacaso’s unique model is poised to dominate the vacation home segment.

Why investors are paying attention

There are many reasons top firms like SoftBank and Maveron have already backed Pacaso, including:

• Proven leadership: Pacaso’s founding team helped grow Zillow to a $16 billion valuation.
• Strong growth metrics: Nearly $1 billion in transactions, over $100 million in gross profits, and a 38% year-over-year increase in adjusted gross profit in H1 2024.
• Surging demand: 40% of Americans want to buy a vacation home in the next year (Coldwell Banker), and co-ownership is growing 21% annually in the United States

And here’s the kicker: Pacaso is now accepting public investment in this co-ownership boom for just $2.70 a share.

Claim your stake in Pacaso today and be part of this market’s next big disruption. Visit invest.pacaso.com to learn more.

This is a paid advertisement for Pacaso’s Regulation A offering. Please read the offering circular at invest.pacaso.com.

Job hunting can feel like a full-time job on its own. Endless scrolling through job boards, customizing applications, and keeping track of it all—who has time for that? LoopCV Premium is your new secret weapon in the job market.

For just $39 (regularly $599), this lifetime subscription simplifies job searching. It automates up to 300 applications per month and can potentially help you land interviews faster.

LoopCV can save you time and supercharge your job search. Simply upload your résumé, set your job preferences, and let LoopCV do the heavy lifting.

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