Richard

Venture investors are adapting to the times, and are increasingly open to working with Al technologies and investing in both new and emerging sectors such as longevity and wellness, areas of the global economy which have seen over 75% more funding in 2023 and projected to reach $8 trillion by 2030 according to a recent UBS report.

Trends are showing that venture investors are also becoming more conscientious in choosing their startups. With Environmental, Social and Governance (ESG) factors rising to importance among investors worldwide, according to an article written by an expert from EY, it is increasingly apparent that purpose-led investors are gaining traction in the VC space too.

An article written on BusinessCloud summarises that one of the main reasons why investors are betting on purpose in 2025 is that purpose-led companies “deliver profits, are transparent and, more importantly, resilient.” A study conducted by B Lab Global showed that B Corp companies, which operated on principles on sustainability, outperformed ordinary businesses in revenues.

As an entrepreneur and a venture investor myself, I am also driven by a deep sense of purpose: to help more people achieve a longer health span across the globe. I carefully select to support other entrepreneurs and brands who share my vision. The more aligned my values are with a startup entrepreneur’s, the more likely we are to begin a partnership together to achieve our common goals.

This is how venture investors are increasingly thinking about their future endeavours. I am keen to help others in the community understand the five key factors that entrepreneurs need to possess to capture the attention of a purpose-led venture investor.

Related: Doing Well by Doing Good — How Purpose-Driven Entrepreneurs Are Changing the World

1. A leader with a strong vision

Regardless of whether investors share the values exuded by a business venture or not, it is crucial for an entrepreneur to exhibit a strong and clear vision for their startup from the get-go.

A visionary entrepreneur would have a strong sense of purpose and direction for their business, and this will also be a trait shared with the purpose-led venture investor themself.

An entrepreneur’s eloquently communicated vision for their startup, together with an honest picture of the business’s current framework, strengths and opportunities, will help the investor visualize the future that they could help create by investing in the business themselves.

It is common knowledge in the VC world that although investors rarely accept deals, they almost never budge away from the entrepreneurs they believe in. And these entrepreneurs often begin their pitch with a powerful vision statement that investors can’t stop thinking about.

2. A business built on trust

One of my most important beliefs is that trust is like a mirror — once broken, it simply can’t be pieced together again.

A purpose-led investor operates on trust and therefore will expect the entrepreneur standing in front of them to think the same way. An entrepreneur will have to show the investor that the start-up thus far has been successful because of the meaningful relationships it has built on, whether these are with employees, contractors or most importantly, the customer base.

A business built on trust is one that is constructed with precision and a lot of care. It also indicates long-term growth and longevity for the entity, as opposed to it being one that burns bridges with overly risky transactions and bad decisions. In a nutshell, trust is the main driver of success for a business.

Related: Purpose-Driven Companies Grow 3 Times Faster — So Here’s How to Become One Without Sacrificing Profit.

3. Understanding the servant leadership style

Purpose-led investors look to partner with individuals with strong conviction, not only in terms of business ideas but also in terms of the leadership style they practice. An entrepreneur who embraces the servant leadership style is one who focuses on serving the greater good, who prioritizes the health, well-being and success of people and the communities they serve.

I have practiced the servant leadership style in my career, and it is a humbling experience, as it is all about being a leader who leads without prioritizing their own ego. There are three Cs to becoming a servant leader, and that is about: compassion, character and competence.

While it is not compulsory for entrepreneurs to exhibit this leadership style, I believe that at least understanding its philosophy will be beneficial. This is especially for when entrepreneurs deal with purpose-led investors who will be attracted to qualities such as authenticity, integrity and a desire to support others in an entrepreneur, especially when they pursue a business with a purpose.

4. Commitment to measuring social impact

A startup wanting to create a social impact is an attractive prospect, but what’s more important is whether it can sustain itself financially in the long term without compromising its ideals. This is where entrepreneurs need to include in their pitch a way to measure the impact they will be creating and how that will effectively translate into ROI for the investor.

Showing a commitment to measuring the impact a company has created means that the entrepreneur is dedicated to learning from any mistakes that might occur and ensuring that the original intent of the business is not lost.

Purpose should also not be taken for granted, as without methods to measure impact, companies can later on be privy to public accusations of impact washing. So you’ve also got to walk the walk. Research shows that 60% of brands with purpose-driven initiatives are not measuring their impact on society. It’s best to be wary of statistics like these and stand out as a startup that not only has a vision but also has the framework to produce tangible results.

Related: Most Startups Ignore This One Asset That Makes or Breaks Their Success

5. Good market knowledge

This goes without saying, but most types of investors will expect entrepreneurs to know their target market, understand their competition and have a good grasp of the trends that are dominating the sector they are interested in.

A good knowledge of the regional cultures associated with their intended markets is also an important factor for an entrepreneur, as purpose-led investors often favour an internationalist outlook.

This Side Hustle Spotlight Q&A features 35-year-old New York City-based entrepreneur Mehek Khera. Khera is the founder and CEO of Niramaya Foods, a snack brand “rooted in wellness and inspired by Indian heritage.”

At the age of 24, Khera left New Delhi, India and immigrated to the U.S., where she landed a job at Walmart. Then burnout and health issues motivated her to start a health-forward side hustle.

Niramaya is hitting $1 million in revenue for the first time in 2025. Learn how Khera transformed Niramaya into the successful business behind Naan pretzels and dips, here. Responses have been edited for length and clarity.

^{Image Credit: Niramaya Foods. Mehek Khera.}

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What was your day job or primary occupation when you started your side hustle?
I was working in retail at Walmart ecommerce, managing the category and supply chain for beauty and apparel. It was fast-paced, high-pressure and fulfilling in many ways — but over time, the long hours, lack of real food and stress began to take a toll on my body and mind.

Related: This 26-Year-Old’s Side Hustle Turned Full-Time Business Led to $100,000 in 2.5 Months and Is On Track for $2.5 Million in 2025

When did you start your side hustle, and where did you find the inspiration for it?
Niramaya began to form in 2020, during a season of burnout and health struggles. I was dealing with chronic, undiagnosed autoimmune conditions and couldn’t find answers. I left my job and turned to nutrition school — and through that, rediscovered the healing power of the foods I grew up with: vibrant dals, functional spices, sabzis made from fresh vegetables. I realized those recipes, passed down through generations, were medicine in themselves, and yet, I couldn’t find them on any shelf in a way that felt clean, convenient or modern. That gap between culture and convenience, tradition and today, became the foundation for Niramaya.

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 in my kitchen, playing with recipes, taking feedback seriously and testing early versions at local markets. I knew I couldn’t do this casually, so I saved up about $50,000 over two years to afford the minimum order quantities for our first co-manufacturer. I researched tirelessly, made hundreds of phone calls and eventually found a partner that aligned with our mission. We developed early packaging, launched a small website and put real products into people’s hands. That’s when the magic started.

Related: This 29-Year-Old’s Side Hustle Brought People ‘to the Dark Green Side.’ It Made $10,000 Within 2 Days and Sees 6 Figures a Month.

^{Image Credit: Courtesy of Niramaya Foods}

Are there any free or paid resources that were especially helpful?
Founder networks like Startup CPG, Naturally Network and SKU Accelerator made a world of difference. Slack groups for CPG founders were fast, brutally honest and incredibly supportive. On the tools side: Notion for tracking everything, Canva for design, QuickBooks for finances. But the most valuable resource by far? Talking to consumers face-to-face during demos. No software can replace that.

If you could go back and change one process or approach, what would it be?
I wouldn’t change the path — every challenge taught me something I needed. But I would better prepare for the sheer resource drain. Budget twice the money and give yourself twice the time. Everything takes longer and costs more than you think — and that’s not a flaw: It’s just the nature of the game.

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’s something about this side hustle turned business that surprised or challenged you the most?
How capital-intensive retail really is. Getting onto shelves is just the start — then comes the real work of driving velocity, educating the shopper and staying top-of-mind. Another challenge was re-educating people about Indian food. So many assume it’s just “heavy curry.” But our cuisine is so much more: vibrant, clean, gut-friendly, plant-forward. Translating that truth through packaging, product and language has been both a challenge and a privilege.

Can you recall a specific moment when something went wrong — how did you handle it?
At one of our early retail partners, our dips were priced too high and placed on the very top shelf — almost invisible to the consumer. Rather than panic, I calmly reached out to the buyer with sales data and shelf psychology insights and offered to support with demos and social posts if they would consider revisiting price and placement. They agreed. That moment reminded me that being proactive, respectful and solutions-oriented goes a long way in retail.

^{Image Credit: Courtesy of Niramaya Foods}

How long did it take to see consistent revenue?
We started seeing steady traction around nine months in. We began with smaller independents, a few regional stores and a lot of in-person events. It was grassroots, but it taught me how to listen, adapt and scale responsibly.

What does growth and revenue look like today?
Today, Niramaya is available in over 1,200 retail doors across the country, including Sprouts, Albertsons and a strong base of New York City independents. This will be our first year in seven figures. We’re launching new SKUs and doubling down on retailers who believe in what we’re building.

What do you enjoy most about running this business?
The deep creative satisfaction of building something that feels true and seeing it touch people. When someone says, “I’ve never tasted anything so clean and bold at once,” I know we’re doing something meaningful. We’re not just selling food: We’re shifting the perception of Indian flavors and bringing more people into the fold.

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’

What’s your best piece of specific, actionable business advice?
Start before you feel “ready.” But don’t build in a bubble. Get feedback constantly, especially from your customers. Stay lean. Build trust with your partners. Don’t be afraid to ask dumb questions. And remember — relationships will carry you farther than any marketing campaign. Be generous, be honest and follow through.

Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.

Microsoft is planning to implement a stricter return-to-office mandate as soon as next year, sources told Business Insider.

Since the pandemic, Microsoft has had a flexible work arrangement, allowing remote work as much as half of the time. According to the BI report, Microsoft is considering increasing the requirement for in-person work for employees based in its Redmond, Washington, headquarters to at least three days a week starting in January.

Microsoft is still working out the details of the plan and intends to announce it in September, the sources said. A Microsoft spokesperson told BI that the company was considering revising its flexible work schedule, but had yet to finalize any changes.

Related: Microsoft Just Became the Second Company in History to Achieve a $4 Trillion Valuation — Here’s How

A return-to-office mandate could impact tens of thousands of Microsoft employees. As of June 30, Microsoft employed 228,000 workers, with 125,000 located in the U.S.

If Microsoft implements a stricter return-to-office policy, it would join a slew of other companies that have tightened the limits on remote work recently — or eliminated it altogether.

In 2025, both AT&T and Sweetgreen revised their stances on remote work, with AT&T asking U.S. staff to work all five days from the office while Sweetgreen mandated four days. Both companies previously required staff to work in person three days a week.

Meanwhile, Amazon announced a sweeping return-to-office mandate in September, requiring employees to work from the office five days a week starting in January instead of adhering to a hybrid schedule. Though the move met with pushback from staff — and inspired 500 employees to sign a letter in protest — Amazon persisted with the move.

Related: Amazon Tells Thousands of Employees to Relocate or Resign

According to a study conducted last year by Bamboo HR, return-to-office mandates were often layoffs in disguise, designed to pare down a workforce without conducting official job cuts. About a quarter of C-Suite executives surveyed wanted to inspire “voluntary turnover” with stricter return-to-office policies.

Mass Layoffs Despite Stellar Earnings

Microsoft recently conducted mass layoffs, eliminating 9,000 roles in July, or nearly 4% of its workforce. Two months earlier, in May, Microsoft laid off over 6,000 employees, or 3% of its workforce.

At the same time, Microsoft has reported stellar earnings, greater than analyst expectations. Last month, Microsoft announced that for the quarter ending June 30, revenue was up 18% from the previous year, reaching $76.4 billion, while net income was $27.2 billion, a 24% increase.

Related: Microsoft’s CEO Says the Company’s Mass Layoffs, Despite Financial Success, Are ‘Weighing Heavily on Me’ in an Internal Memo

Microsoft CEO Satya Nadella explained the job cuts in a memo to staff released on Microsoft’s corporate blog last month. Nadella acknowledged the discrepancy between Microsoft’s “thriving” financials and his decision to still lay off staff.

“This is the enigma of success in an industry that has no franchise value,” Nadella wrote, without explaining further.

Microsoft stock is up over 24% year-to-date at the time of writing.

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Reputation management for CEOs is absolutely critical. As one of the most visible faces of your business, anything you say or do that’s unpopular can — and likely will — harm not just your personal reputation but also your company’s brand and revenue.

That’s why it’s always better to be proactive. Avoiding controversy, whether through your business practices or personal opinions, is key. A smart way to safeguard yourself is by working with a CEO reputation-management consultant who can remove negative search results.

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How industry leaders manage their reputation

The first step to managing your reputation is to build a personal brand and tie it closely to your company’s brand. By creating a strong, SEO-optimized online presence, you’ll gain a competitive edge in hiring top talent, building credibility and trust and reinforcing your company’s values.

When Tim Cook stepped in as Apple’s CEO, many doubted whether he could live up to Steve Jobs’ legacy. Over time, Cook not only proved himself but also infused his own philosophy into the company, ultimately leading Apple to become the first publicly traded company to reach a $1 trillion market cap. This illustrates just how crucial CEO reputation management really is.

Other strategies industry leaders use include:

• Constant monitoring – Smart CEOs regularly Google their own name and their company’s. If negative content appears, they often turn to reputation-management consultants to minimize the damage and boost positive visibility. Remember the saying: if you want to hide a dead body, put it on page two of Google.

• Engaging stakeholders – CEOs must actively build strong relationships with stockholders, investors, employees and customers. By listening, addressing negative news and fostering transparency, they create trust and long-term growth.

• Positive brand perception – If your online presence is weak, work with experts to build it. This may include launching a personal website, contributing to industry publications or even creating a Wikipedia page. The goal is to provide content people want to read and to remind them your company exists to improve their lives, not just to earn revenue.

• Clear transparency – Honest communication strengthens credibility and trust. History has shown, in cases like Elizabeth Holmes’ Theranos, that failing to prioritize ethics and transparency can have devastating consequences.

• Crisis planning – Bad news is inevitable, but how you respond makes all the difference. CEOs should always have a clear crisis-response plan, including escalation paths and messaging for scenarios like social-media backlash or reputational threats.

Related: The Best CEOs Are Falling Short of Delivering This Top Employee Non-Negotiable. Here Are 5 Things You Can Do to Avoid This Fate.

When reputation management goes wrong

Every CEO makes mistakes, but the response often matters more than the mistake itself. Without transparency and decisive action, even well-intentioned leaders can erode trust.

Consider Target CEO Brian Cornell. After scaling back the company’s Diversity, Equity and Inclusion initiatives, public backlash was swift. Cornell reassured customers, “We are still the Target you know and believe in,” but without concrete follow-up, skepticism lingered.

United Airlines CEO Oscar Munoz faced a viral crisis when a passenger was forcibly removed from an overbooked flight. His initial defense of the airline and blame on the passenger deepened public outrage. Only after multiple apologies and policy reforms did the company begin to recover, but the delayed empathy cost valuable trust.

Walmart CEO Doug McMillon took a different approach. Amid criticism over low wages, he acknowledged the issue directly: “We have work to do.” Walmart then raised base pay, expanded training and created clearer career paths. The proactive response not only improved brand perception but also set a new industry benchmark.

YouTube CEO Susan Wojcicki faced mounting pressure over the platform’s handling of hate speech and harmful content. Advertisers threatened to leave, and creators demanded change. In response, YouTube introduced stronger policies, moderation tools and clearer guidelines. While controversy persisted, her willingness to own the problem and act decisively eased tensions and reduced regulatory threats.

The lesson: Effective crisis leadership requires early acknowledgment, visible empathy and meaningful action, not just words.

Related: Poor Leadership Is Going Viral on Social Media Amid Mass Layoffs

The role of CEO reputation management consultants

As CEOs gain visibility, it becomes easier to lose touch with everyday consumers. Reputation management consultants help bridge that gap by ensuring your messaging remains consistent and credible, or even removing bad press. They often have established media connections, which can help shape a positive narrative.

While you’ll always be expected to address controversies, you should never do so without guidance. A rushed or poorly worded statement can cause far more damage than taking time to craft a thoughtful response with your team.

Every consultant brings different expertise aimed at shaping public and stakeholder perception. Before hiring one, do your research — even Google their name. The right consultant can be the difference between rebounding stronger after a crisis and struggling to recover.

When Jacqueline Tatelman and her husband, Scot Tatelman, founded a nonprofit summer camp for hundreds of kids growing up in New York’s under-funded neighborhoods in 2009, they didn’t yet know that the experience would lay the foundation for a new business with a major give-back mission: STATE Bags.

^{Image Credit: Courtesy of STATE Bags. Jacqueline Tatelman.}

“The first couple of summers, [campers] were coming to camp with their stuff in trash bags or plastic bags with holes in them,” Tatelman says. “We knew that a lot of them were coming with everything they own for one week away and that they were living in foster care, transitional housing, being raised by another, so that was a very challenging sight to see.”

The Tatelmans started giving backpacks to the campers, many of whom would immediately transfer their belongings into the new bags and fill them with school supplies from the couple’s supply shop, which offered in-kind donations from brands like Bombas and KIND Snacks.

“ Since then, we’ve evolved a lot on the give side, so now it’s for every STATE product sold, we donate to American kids and families in need, but in the ways they need it most, which allows us to do so much more giving and a lot bigger programs,” Tatelman says.

Related: Shark Tank’s Most Successful Brand of All Time Wasn’t Even Supposed to Be a Business at First. Here’s How It Became One With $1 Billion in Lifetime Revenue.

STATE Bags, officially launched in 2013, has grown into a multimillion-dollar brand over the years and continues to center its give-back commitment, which includes donating fully-packed backpacks and funding projects with partner charities and schools.

^{Image Credit: Courtesy of STATE Bags}

The brand was self-funded until 2021, when it raised a $2 million seed round. STATE hasn’t taken additional outside funding since then.

STATE launched in an era when it seemed like disruptive unicorn companies were gaining traction left and right — making starting a successful business and brand look easy, Tatelman recalls.

Of course, typically the reality is anything but. It’s hard enough to “build a beloved brand [with] a cult following,” let alone navigate the logistical ins and outs of running a business, Tatelman says.

“You really have to understand the importance of profitability and sustainability and what it actually takes to run a company,” Tatelman explains. “A lot of people who start brands are dreamers, and they’re excited because they’re creatives, but they need to know a lot more. It requires a level of patience, intensity and grace that is kind of out of body.”

Related: Her Self-Funded Brand Hit $25 Million Revenue Last Year — And 3 Secrets Keep It Growing Alongside Her ‘Mischievous’ Second Venture: ‘Entrepreneurship Is a Mind Game’

For STATE’s first seven years in business, Tatelman saw herself exclusively as one of those creatives, so she hired CEOs to run the company. However, after years building the brand — and with a unique perspective as its founder — she realized she could serve it in a way former leaders hadn’t. Tatelman stepped in as CEO in 2020.

Five years later, STATE has become a “full-fledged lifestyle family bag brand” with consistent growth.

Tatelman attributes much of the STATE’s recent growth and success to its category expansion, which began shortly before she assumed the CEO role.

Having “owned the market” in children’s backpacks for so long, STATE recognized the value in doing the same for the kids’ travel in a way that makes life easier for their parents — and products are given the full STATE treatment, Tatelman says.

“We like to take it totally over the top,” Tatelman explains. “Like, how do we take this dinosaur product and make it ridiculous, so colorful, so beautiful. Every single piece is a work of art, but it also has incredible utility, functionality, quality and all of the things that you want your family travel products to [have]. [To use] the STATE language, [product expansion] totally exploded us.”

Related: He Founded the App Parents Love for Back-to-School Season — Then Found Himself Ridiculed By Teens on TikTok. Here’s How It Led to Serious Innovation.

It’s currently peak season for STATE, which has always seen sales spike during back-to-school shopping. Last month, amid this period the brand considers its “Super Bowl,” STATE released product collaborations with Hot Wheels, Barbie and Love Shack Fancy.

^{Image Credit: Courtesy of STATE Bags}

But Tatelman says that no matter the time of year and how much growth STATE sees, she always feels grateful to spot one of the brand’s bags on the street, and she’s only recently come to terms with the brand’s “cult” status.

 ”People will write to me like, I’m setting my alarm,” Tatelman says. “I’m like, You’re setting your alarm for launch day? Over time, since our customer knows we sell out so fast, especially [out] of these crazy novelty products, they are hungry for the new collection. Year after year, it gets crazier and crazier. I still can’t believe that’s real for STATE.”

Related: ‘Absolute Freedom’: Siblings Behind a Self-Funded 8-Figure Brand Reveal 3 Secrets Aspiring Entrepreneurs Should Know About Growth and Success

Despite STATE’s ongoing success, Tatelman believes the brand has just scratched the surface of its potential, and she looks forward to solidifying its position as a “true family lifestyle brand” with continued product expansion.

^{Image Credit: Courtesy of STATE Bags}

STATE has transformed a lot over the years, but it’s never wavered from its original mission and vision — and it’s a principle that any aspiring entrepreneur should keep in mind when it comes to starting a business.

“You have to have a vision for it,” Tatelman says. “[But] you also have to be malleable in understanding that you have to go where the customer’s going to take you sometimes. But, at the same time, what is the vision, and do you love it? Do you have a dying passion for it? Because if you don’t, you’ll break. [You need] the passion and vision and then the knowledge, or at least the curiosity, on how to get there.”

This article is part of our ongoing Women Entrepreneur® series highlighting the stories, challenges and triumphs of running a business as a woman.

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There’s a story I keep coming back to. You’ve probably heard it, too.

One time, a cargo ship broke down in the water. The crew couldn’t figure out what was wrong, so they called in a couple of experts one by one, but no one could figure out the fault.

Then they called in an old professional who had been fixing engines since he was young. He walked in, studied the engine for a few minutes, and tapped a single spot with a hammer. The engine came back to life. A few days later, the captain got an invoice for $10,000.

He pushed back, saying that the old man barely touched it and couldn’t justify the high cost.

The expert responded that tapping the hammer costs $2. Knowing where to tap is $9,998.

That story never gets old to me. Because no matter how advanced a system is (even as advanced as AI), its value still comes down to who’s operating it.

Related: Your Company’s Security Strategy Has a Glaring Hole. Here’s What’s Causing It — and How to Fix It.

Humans are still the ones holding the hammer

As the COO of a technology company, I regularly speak with business leaders eager to adopt AI solutions. They acknowledge the importance of having the right data and technical infrastructure to support AI, but rarely discuss the human element. For example, who will build, train, maintain and use the AI tools the company adopts? That clarity is almost always missing.

AI can indeed be beneficial, but only if you have the right people who can guide it thoughtfully and strategically.

In the AI readiness assessments we perform at our company, I often notice that even smart, experienced leaders underestimate the importance of these human skills and perspectives. Leaders are aware of the core business challenges they’re trying to solve. Still, they often fail to consider who in their organization has the best understanding of AI and how much upskilling is needed so their employees can get the most out of it.

AI is great at analyzing massive amounts of data, but you still need a team capable of connecting those data insights to your larger business goals. You need people who can identify opportunities that no machine would notice without a command.

I’ve seen plenty of companies invest heavily in AI systems, only to realize later that their people lacked the critical thinking or strategic perspective necessary to use the technology effectively.

Likewise, AI is very good at automating repetitive, manual tasks, but you still need people to handle the edge cases and complex tasks AI can’t do. You still need people who know where to tap with the hammer when the ship is dead in the water.

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

So, what kind of people do you need to make AI work?

At the top, a Chief Data Officer (CDO) or VP of AI Strategy sets the direction by deciding how AI can solve strategic problems. Next, AI Product Managers shape that vision into projects, using basic tech know-how to bridge business and AI.

Below them, Data Scientists cleanse and prepare data for AI consumption, while Machine Learning Engineers create the AI models that turn data into insights. Business Analysts use those insights to improve decision-making. AI Ethics Specialists oversee compliance, especially in fields like healthcare, making sure the AI doesn’t break laws or fairness rules. Change Management Leads get everyone on board, training staff to use AI tools without pushback.

These roles interlock: the CDO sets the goal, Product Managers plan, technical teams build, Analysts tweak, Ethics Specialists check and Change Leads make it stick.

After all these years in Operations, I’ve seen a lot of technology come and go. And there’s always excitement around the next big thing. But in all that time, one thing’s never changed: Tools don’t drive results; people do.

It’s no different with AI. Yes, it’s much more powerful and can alter every process we have been following so far. But it doesn’t create business value on its own. That still takes sharp minds who know how to make AI work for the business.

Mind you, finding those people is not easy. The competition for AI talent is intense. From AI architects, data scientists and engineers to AI-savvy marketers, customer support and departmental leaders, supply is tight and demand is high.

Related: How to Get Your Business Recommended by AI Tools Like ChatGPT — and Win More Clients

AI is the hammer

AI isn’t the old ship mechanic; it’s his hammer. Your investment in AI can only pay off if you’ve got people who know precisely where and how to apply it.

The smartest technology in the world won’t move your business forward if your people aren’t clear about how to turn the insights it delivers into strategic action.

IT giant Cisco, which makes networking hardware, software, and telecommunications equipment, recently faced a major data breach, the company disclosed on Friday.

A Cisco representative fell victim to a voice phishing or “vishing” attack, when a caller pretends to be a legitimate individual or organization, and tricked the employee over the phone to obtain the personal information of Cisco.com users.

Related: ‘Largest Data Breach in History’: Apple, Google, and Meta Passwords Reportedly Among 16 Billion Stolen in Massive Hack

The bad actor was able to access and export a subsection of profile information from Cisco’s cloud customer management system. They stole data from individuals who had registered for a Cisco.com account, including customer names, organization names, addresses, email addresses, and phone numbers.

Cisco discovered the breach on July 24. The company stated that the data breach did not affect passwords or impact any of its products or services. It added that it notified affected customers where required by law and talked to data protection authorities.

“We are implementing further security measures to mitigate the risk of similar incidents occurring in the future, including re-educating personnel on how to identify and protect against potential vishing attacks,” Cisco stated in the disclosure.

Cisco declined to provide details of the breach to TechCrunch, including how many users were impacted by it. The company has more than 300,000 global customers. Cisco had a market value of $268 billion at the time of writing, with its stock up over 14% year-to-date.

Related: AT&T Customers Are Eligible for Up to $5,000 in a New Settlement. Here’s What to Know.

Cisco uses Salesforce to manage customer relationship data, and this incident was one in a series of recent attacks that impacted Salesforce customers. For example, U.S. insurance company Allianz Life uncovered a data breach last month that exposed the personally identifiable information of the majority of its 1.4 million customers, including addresses, dates of birth, and Social Security numbers.

Two of the company’s customers, Cheryl Marotta and David Werner, filed a class action lawsuit on Tuesday related to the breach, alleging that Allianz failed to safeguard their personal information because the data was unencrypted and stored in one database.

Another company, Australian airline giant Qantas, also underwent a data breach on June 30, which impacted the personal information of more than six million customers. The bad actor called one of the company’s call centers and used the call to steal information like names, phone numbers, and dates of birth.

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Mehdi Zarhloul didn’t just chase opportunity. He built it into something lasting.

Long before Crazy Pita became a multi-location brand, before concepts like Salad Madness and Chicken Genius launched and before his company went national through crowdfunding, Zarhloul was just a 16-year-old kid from Morocco chasing a dream in America.

He still remembers the first time he saw the Statue of Liberty.

“When I came to the country and looked at the Statue of Liberty, I knew I was part of the American Dream,” he tells Restaurant Influencers host Shawn Walchef.

For Zarhloul, it was more than a landmark. It was a symbol of everything he believed was possible in America.

Related: He Had $75 When He Immigrated to the U.S. as a Refugee. Then He Started a Business — and Grew It to $1.2 Billion.

Zarhloul arrived from Morocco as a teen, ready to work, willing to learn and determined to chase the dream that the statue stood for. His first stop? The restaurant industry, a world he knew nothing about.

“The only thing I knew about restaurants was you go and eat,” Zarhloul says.

He started at the bottom, washing dishes in a small spot in Washington, D.C. He wasn’t good at it. When they moved him to the kitchen, he hated that too. Bussing tables was worse. He broke more glasses than he served.

But instead of walking away, Zarhloul stuck around. Every failure taught him something. He learned how a restaurant runs by doing every job badly — until he started doing them right. Eventually, the owner noticed. Rather than let him go, the owner handed him responsibility. By 18, Zarhloul was managing the place. That first taste of leadership gave him a sense of purpose he had never felt before.

Hospitality became more than a paycheck. It became a passion. Zarhloul threw himself into the business, learning how to lead teams, manage operations and connect with customers. His drive took him all the way to Four Seasons Hotels and Resorts, where he rose to food and beverage director. The job sent him around the world and immersed him in the highest levels of global hospitality. Along the way, mentors helped shape his philosophy, especially one who told him, “If you want the silver platter, you have to go get it.”

Zarhloul took that advice seriously. He decided that if opportunity wasn’t coming to him, he was going to chase it down.

Related: As a First-Gen Immigrant Founder, My Business Is More Than Just Income — It’s a Legacy For My Kids. Here’s How I Balance Work and Family.

Venturing out on his own

In 2006, Zarhloul launched Crazy Pita, a fast-casual Mediterranean concept inspired by the flavors of his Moroccan heritage and the hospitality lessons he picked up along the way. It grew from a single Las Vegas shop into a four-location brand, with three restaurants around the Las Vegas Valley and one inside a Walmart. Along the way, Zarhloul set the stage for franchising and expanded into a growing consumer packaged goods line.

He also spun off two virtual concepts, Salad Madness and Chicken Genius, both designed to meet customers where they are. From a global pandemic to rising costs and shifting customer habits, Zarhloul learned to adapt without losing sight of what matters most: people.

For him, culture is everything. Whether in fine dining or a fast-casual pita shop, success comes down to the connection between team members and the guests they serve. Culture isn’t a buzzword. It is the difference between a customer who stops by once and one who keeps coming back.

Zarhloul also believes in celebrating success, even if you have to create the celebration yourself. That is exactly what he did with National Pita Day and National Crazy Pita Day, which he founded. Those holidays are reminders to him that business owners need to recognize their wins. As he puts it, if you don’t pat yourself on the shoulder and stop and take a moment, nobody is going to do it for you.

That mindset helped push Crazy Pita to a major milestone. Zarhloul expanded his company nationwide through a crowdfunding campaign. For him, it wasn’t just a business move. It brought him back to that first day in America, staring up at the Statue of Liberty and believing this country could deliver on its promise.

“The resources… are beyond my belief,” Zarhloul says. “You can use them if you know how to operate and if you know how to seize them.”

From a teenager learning the ropes to a business owner carving out his place in a competitive industry, Zarhloul’s story is about more than chasing the American Dream. It is about catching it and reminding the rest of us that sometimes, the only permission you need is your own.

Related: They Opened a Restaurant During the Pandemic — But Locals Showed Up, and Celebrities Followed. Now, It’s Thriving.

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If relocating is part of your retirement plan, you’re not alone.

In 2024, 258,000 Americans relocated for retirement, per research from HireAHelper, an online marketplace that connects people needing moving assistance with local moving professionals.

But before you plan your move to Florida or one of the other hot spots for retirees in the U.S., you might want to take a look around the globe.

Related: Are You on Track for a Comfortable Retirement? Here’s How Much Money You Should Save Every Month Depending on Your Age and State.

Life insurance company Everly Life released a report last month that unpacked the best places to retire around the world, per Travel + Leisure.

The study ranked 137 countries according to cost of living, healthcare quality, safety, air quality, elderly population percentage and retirement visa availability. Each area was rated on a scale of 0 to 100, then averaged to compile the final result.

Estonia snagged the top spot with a score of 79.41. “The Baltic nation combines reasonable living costs (55.9 cost index) with strong health care (77.7 index) and impressive safety levels (76.5 index),” the report stated.

^{Image Credit: Alexander Spatari | Getty Images. Tallinn, Estonia.}

Related: Here Are the Best and Worst States for Retirement in 2025, According to a New Report

The Northern European country also has a 20.91% elderly population, which speaks to “a retirement-friendly society,” Everly Life reported.

“Estonia represents the sweet spot many retirees are seeking,” Mariah Bliss, a spokesperson for Everly Life, noted. “You’re getting Northern European health care standards and safety without the crushing costs of places like Switzerland or Denmark.”

Norway and Portugal took second and third place for the best places to retire, according to the report. Spain, Australia, Canada, Latvia, Hungary, Malta and Italy rounded out the top 10.

Related: This Buzzy Retirement Strategy Is Helping Young People Escape the 9-5 Before Becoming Millionaires — Here’s How to Pull It Off

No matter where you intend to spend your retirement, try living on your retirement budget for a few years before you actually retire to identify potential shortfalls or lifestyle adjustments that may be needed, Stacey Black, lead financial educator at Boeing Employees Credit Union (BECU), told Entrepreneur.

When I launched PhotoPacks.AI, I didn’t have a team or funding. Just an idea: offer studio-quality headshots, powered by AI, for a fraction of the cost of a traditional photo shoot. Today, the product works, and it’s growing steadily. But I’ve learned a lot of lessons the hard way.

Here are seven mistakes I made early on, and what I’d do differently if I had to start over.

1. I tried to build for everyone, and converted no one

At first, my startup offered everything: headshots, modeling photos, pet portraits, fantasy scenes. I figured, if AI could generate it, why not let people choose?

But when I showed it to friends and tried to market it, nobody understood what it was for. Zero conversions. The fix? I focused the product around one clear value: professional headshots. That change alone made the product click with users, and sales followed. I learned to be specific and found that a clear, focused message converts better than a broad one.

Start with a focused, singular use case. The more obvious the value, the faster you’ll get traction. You can always expand later, but don’t launch wide and vague.

2. I underpriced — and it backfired

I started with a $9.99 price point because I didn’t want to scare people away. I worried that raising prices would increase refund rates or kill momentum. But that attracted low-intent customers, increased refund requests and made the product feel cheap.

When I raised the price, sales didn’t drop — they got better. People treated the product more seriously. Refunds dropped. Revenue grew.

Test higher pricing earlier than you think. Pricing sends a signal. If you’re solving a real problem, price with confidence, not fear.

Related: Harnessing the Power of AI: 5 Game Changing Tactics for Small Businesses

3. I handled everything myself for too long

I handled support tickets, wrote copy, managed uptime, ran ads, pushed code — all in one day. It wasn’t sustainable. Eventually, I outsourced key pieces and bought back my time. It let me focus on strategy, product and growth.

Don’t confuse “solo” with “doing it all.” Delegate repetitive tasks early. Protect your cognitive bandwidth — it’s your most valuable resource.

Related: AI for the Underdog — Here’s How Small Businesses Can Thrive With Artificial Intelligence

4. I over-engineered the first version

I spent months perfecting features before launch, including ones no one had asked for. I wanted it to look polished and impressive from day one.

Looking back, I should have released a simpler version much earlier and shaped the product around real user feedback. The bells and whistles can wait. What matters most is whether people want what you’re building in the first place.

Launching lean doesn’t mean lowering standards — it means prioritizing clarity over complexity. Get a simple version live, then iterate. Early users don’t expect perfection — they want progress. Speed beats polish.

5. I bet too much on SEO, not enough on community

Early on, I hired an SEO agency to create keyword-optimized content. But most of my actual traffic came from Reddit, where I had been engaging directly with communities.

That still holds true today. My best-performing traffic continues to come from organic conversations, not blog content. The lesson? Your ideal customers are already hanging out somewhere. Find them, show up authentically, and focus on what’s actually driving results, not what’s supposed to.

Go where your users already hang out. Be useful in those spaces. Authenticity scales better than SEO tricks, especially early on.

6. I underestimated how fast AI evolves

Even after spending a year immersed in generative AI, I was still caught off guard by how fast things moved once I launched. What felt groundbreaking one month felt outdated the next.

It’s thrilling, but it’s also exhausting. Trying to keep up with every new development is a recipe for burnout.

Instead of chasing trends, I’ve learned to build around stable, lasting value. Keeping up matters — but not at the expense of your sanity or strategy.

Start simple — learn fast

If you’re a solo founder in AI, here’s my advice: Don’t try to create demand from scratch. Find an underserved audience, meet a clear need and launch fast. Don’t fall in love with your vision. Fall in love with solving problems.

You don’t need to get it all right — just get it out there, learn and keep going.

Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.