Richard

New federal filings reveal what the world’s largest private employer, Walmart, with over two million global employees, pays its workforce.

Top tech companies can pay hundreds of thousands of dollars in salaries, with Meta paying up to millions, and Walmart is no different. According to the filings, seen by Business Insider, Walmart pays software engineers up to $286,000, comparable to the $263,700 made by top engineers at rival Amazon.

Other tech giants offer high compensation for similar roles, including Microsoft, which can pay $284,000 for top engineering talent. At Meta and Google, the same roles can pay up to $480,000 at Meta and a maximum of $340,000 for Google.

Related: Top-Performing Walmart Managers Can Now Make $620,000 a Year

The filings also show that Walmart, which is the world’s largest company by revenue, compensates staff product managers anywhere from $136,500 to $286,000. Meanwhile, data scientists take home a range of $138,333 to $286,000.

The data arrives from the 1,750 filings Walmart submitted to the U.S. Department of Labor in the first half of this year. Companies are required to submit pay information when hiring foreign workers through the H-1B visa program, which allows highly skilled workers to take on specialty occupations.

The documents show base annual salaries for H-1B visa workers and do not include additional forms of compensation, like signing bonuses and stock options. They present a snapshot of compensation, but not the entire picture.

Related: This ‘Sweet’ Role Is the Highest Paid Position at Walmart After Managers

The filings reveal that Walmart pays other roles as follows:

• Distinguished Architect: $184,827 to $338,000
• Senior Product Manager: $121,000 to $286,000
• Senior Design Researcher: $142,002 to $234,000
• User Experience Design Senior Manager: $183,227 to $286,000
• Software Engineering Director: $190,486 to $312,000
• Product Management Director: $201,323 to $338,000

While these roles can pay six figures, they are outside the typical salary for most Walmart employees.

Walmart’s workforce mainly consists of hourly store workers, who average an hourly wage of close to $18. As of 2021, Walmart employed 1.2 million part-time and full-time hourly store workers in the U.S. out of 1.5 million overall U.S. employees. As of the time of writing, more than 75% of Walmart’s 45,201 open jobs globally are for positions in Walmart stores and warehouses.

That composition is reflected in broader assessments of Walmart’s pay levels. According to Walmart’s annual proxy statement, filed with the U.S. Securities and Exchange Commission earlier this year, the median Walmart employee made $29,469.

In comparison, Walmart CEO Doug McMillon earned a total annual compensation of $27,408,854, or 930 times more than the median employee.

^{Walmart CEO Doug McMillon. Photo by Ethan Miller/Getty Images}

The statement also showed that Walmart has increased its workforce over the past few years. As of the end of fiscal year 2024, Walmart employed approximately 1.6 million U.S. employees and had about 2.1 million workers worldwide, making it both the largest employer in the U.S. and in the world.

Related: Here’s How Much 8 CEOs Made in 2024, From JPMorgan’s Jamie Dimon to Disney’s Bob Iger

Some Walmart market managers who manage a cluster of stores can make $420,000 to $620,000 in total compensation. Walmart gave these managers a pay increase of up to $100,000 from last year.

Additionally, with revenue of $681 billion last year, Walmart beat Amazon, which earned $638 billion across the same period, to the top spot of the world’s biggest company by revenue.

Walmart stock was up nearly 9% year-to-date at the time of writing. The company has a market value of over $780 billion.

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When I launched my first startup, hustle culture was the playbook. You worked nonstop, obsessed over the product and hoped customers would show up later. Everything revolved around the grind.

But the next generation of founders? They’re building smarter — not just harder.

They’re rejecting outdated startup myths, reshaping what success looks like and, frankly, doing it better. Here’s what they’re getting right — and what every founder should learn from them.

Related: How To Use Entrepreneurial Creativity For Innovation

They build community before product

We used to build first, sell later. The customer was an afterthought. As a result, we built in silos and hoped it resonated. Today’s founders flip that. They gather an audience early and then co-create solutions with them.

Take LEGO. Even with a global fan base, they invited users to collaborate on designs. That shift from selling to users to building with them turns buyers into loyal advocates and drives better products from day one.

They lead with purpose, not just profit

For my generation, business started and ended with revenue. Culture, wellbeing and ethics were nice-to-haves — not priorities.

But today’s founders build companies that stand for something. Whether it’s sustainability, mental health or social impact, they align their mission with their market. Profit follows purpose and creates deeper, longer-lasting loyalty.

They choose authenticity over polish

Back then, founders were expected to be polished and perfectly poised — especially in public. I remember prepping endlessly for interviews, trying to appear “flawless.”

Now? Founders are showing up as themselves. No suits, no script, just transparency. And audiences love them for it. People don’t want curated personas — they want someone real they can relate to.

They use data as a compass, not a crutch

We treated data like gospel. If the numbers said no, the conversation ended. But younger founders use data more intuitively. It’s a compass — not a cage.

They combine analytics with gut instinct and on-the-ground feedback, leading to more human-centered decisions and better company cultures.

They start digital and scale smart

We defaulted to physical spaces, then added digital as an extra. Today’s founders do the opposite. They build digital-first businesses — fast to launch, easier to test and scale and designed to reach global audiences from day one.

They prioritize inclusion from the start

Our hiring playbook focused on “culture fit.” Today’s leaders prioritize diversity of thought, background and experience — not as a checkbox but as a core strength.

The result? More creativity, stronger teams and products that speak to broader markets.

They’re not afraid to say, ‘I don’t know’

Founders used to believe they had to be the smartest person in the room. Decisions were top-down. Feedback was limited.

Now, the best leaders are learners. They listen, ask, adapt and bring their teams into the process. That humility isn’t a weakness — it’s a competitive edge.

Related: Gen Z Is Quitting Corporate for a Different Kind of Business Opportunity: ‘The W-2 World Doesn’t Hold the Same Allure’

The future belongs to the flexible

The game has changed. Startups aren’t won by those who work the longest hours or chase the biggest valuations. They’re won by those who lead with intention, build with empathy and adapt with the times.

If you’re still building the way we used to, it’s time to evolve. The future belongs to founders who listen more, assume less and build not just for their users, but with them.

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Today’s leaders are expected to speak up — not just for business, but for society. According to the 2023 Edelman Trust Barometer, 73% of people believe CEOs should step in when governments fail, and 68% feel empowered to pressure organizations into change. This isn’t just about leadership — it’s about leverage. Public expectations are high, and the cost of silence or missteps can be steep.

Thought leadership now exists in a landscape of hypervisibility. Social media amplifies every comment, every slip. There are no warning shots — just consequences.

So where does that leave leaders? Caught between the demand to lead and the fear of being “cancelled.”

This article explores how cancel culture is reshaping the rules of engagement—and how modern leaders can navigate it with clarity, credibility and confidence.

Related: Cancel Culture Is Lazy. We Need Revision Culture Instead.

Understanding cancel culture

At its core, cancel culture is amplified public accountability. It’s the collective decision to disengage from individuals or organizations seen as offensive or unethical. Social media often fuels the outrage, which can quickly damage reputations and opportunities.

Some see it as justice. Others, as mob rule. A 2022 Pew Research Center study revealed a divide: 58% believe calling out others promotes accountability, while 38% see it as unfair punishment.

It’s a tense environment for leaders. Share an opinion and risk backlash. Stay silent and risk irrelevance. That hesitation is reshaping thought leadership—and not for the better.

Leadership voices on thin ice

Public sentiment shifts fast. What’s acceptable today might spark outrage tomorrow. That unpredictability keeps leaders in the crosshairs. As a result, many opt for silence —but that’s risky too. Diluted ideas turn thought leadership into thought followership: safe, bland and forgettable.

The real risk isn’t saying the wrong thing. It’s saying nothing at all. Modern leadership requires clarity, conviction and the courage to speak from a foundation of values and insight—even as the ground shifts beneath you.

Cancel culture and B2B: the hidden impact

Cancel culture headlines usually spotlight consumer brands, but the effect in B2B is quieter and more insidious.

Imagine this: Business A approaches Business B for a promising deal. Then, Business A backs out over a years-old tweet from Business B’s founder. No press, no hashtags — just a lost opportunity behind closed doors.

This is micro cancel culture. And for smaller companies without the PR or legal teams to manage reputation risks, it creates serious vulnerability.

The result? Companies start choosing “safe” over smart. Innovation suffers. Integrity is replaced with risk aversion.

Related: Here’s the No. 1 Thing Brands Can Do to Avoid Public Outrage and Cancel Culture

Cancel-proof thought leadership strategies

In today’s climate, it’s not just what you say — it’s how, when and why. Here’s how to lead with courage and credibility:

Embrace a micro-program strategy: Skip rigid campaigns that age fast. Break bold ideas into short, agile pieces that can evolve with current events. Test messaging early and often.

Stay true to your values: Speak up only on issues that align with your mission. A 2023 Weber Shandwick study found one-third of consumers believe companies should only take stands when it’s relevant to their business.

Balance instinct with inclusion: Speed matters, but so does perspective. Build diverse voices into your decision-making process and vet your partnerships carefully.

Use research as a shield and spotlight: Data makes bold ideas harder to dismiss. Root your opinions in real-world research and trend analysis to shift the conversation from emotion to evidence.

Own your mistakes—fast: Perfection isn’t required. Accountability is. PwC reports 38% of consumers will forgive a brand that apologizes and takes action. Act quickly, correct transparently and move forward.

Final thoughts

Cancel culture isn’t going anywhere. Public expectations around business responsibility are only rising. The real challenge for leaders isn’t avoiding controversy — it’s staying relevant and trustworthy in a shifting world. Let values guide your message. Let data back it up. Let courage drive it forward.

Cancel culture can feel like a threat — but it can also serve as a filter that pushes leadership toward greater clarity, integrity and long-term credibility.

The goal isn’t to dodge scrutiny. It’s to build a brand that can withstand it.

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For every one dollar businesses invest in public relations (PR), they earn an average of $5.50 back in media coverage. For this reason and more, major corporations consider PR indispensable.

PR can make a big difference for companies and organizations of all sizes, however. As consumers’ trust in traditional advertising and marketing has waned, PR has emerged as a vital part of strategic business communications. This is especially true at key moments in an organization’s development, such as in the months before launching a new enterprise, product or service.

The problem with traditional advertising and marketing

Research has shown that customers today are much more skeptical of advertising and marketing campaigns than their predecessors. According to a December 2024 report from YouGov, 53% of survey participants said ads are a waste of time, and 52% said they don’t trust TV ads.

The distrust is particularly marked among members of the younger generations. A Connect by Live Nation survey recently discovered that only one in four of these customers say they trust brands. Instead, they want transparency, authenticity and realness.

Luckily, PR offers exactly that kind of transparent, authentic and honest approach that today’s consumers crave.

Related: How to Master Public Relations and Build Lasting Trust in a Changing World

PR’s unique approach to strategic communications

PR can disarm the cynical and build trust with target audiences. Instead of paying to put self-interested messages in front of people, PR earns the media’s attention by offering legitimate value to readers, viewers and listeners.

PR professionals have many different strategies for attracting this media coverage. Much of it comes down to staying on top of the news cycle, having an in-depth understanding of clients’ areas of expertise and building relationships with journalists and editors. Publicists then combine these factors to create opportunities to shine the spotlight on their clients.

For instance, when a hurricane has just ravaged a community, publicists understand that many members of the public will be worried about the prospect of losing their own homes in another such event. The publicists can take advantage of this opportunity by offering to allow journalists to interview their clients who specialize in insurance. This gives the client a chance to explain how homeowners can best protect their property before a storm.

While the client never explicitly promotes their own insurance products in their commentary, the fact that they are willing to take the time to be helpful and offer guidance reflects well on them and their company. Being featured in the media also enhances their search engine optimization (SEO), which means search engines are likely to rank them higher in online search results.

This is just one example — the important thing is that talented publicists understand how to pique the media’s interest in their clients at any given time.

Related: 5 Common Misconceptions About Public Relations

Why PR makes a difference

This sort of media appearance or mention — often called “earned media” — is very different from a promotional ad. It offers education, knowledge, expertise and goodwill toward the public, not an attempt to sell something to them.

Yet, PR is also an effective way to promote clients’ products and services. The company’s valuable advice and ethical behavior create a positive connection with viewers. Doing PR fosters trust, which can pay off when members of the audience seek to purchase a relevant product or service later.

Indeed, according to the Edelman Trust Barometer, survey respondents identify earned media as a better way to win their trust than any other kind of marketing. As the same study also reports, industry experts are trusted more than any other source, including peers, celebrities, and influencers.

The combination of authority and empathy is a winning one. That’s the combination PR offers. As a result, studies show that PR has a positive impact on the bottom line.

ALSO READ: How You Can Leverage These PR Strategies to Build Your Company’s Credibility and Trust — Even When Under Attack

PR buoys the bottom line

A 2020 survey showed that, after hearing about a product on a podcast, 64% of listeners visited the company’s website, and 55% ended up purchasing the item. Meanwhile, 70% of those same people said they fast-forward through ads.

According to research and advisory firm Forrester, companies that garner earned media can generate as many as 20 times more leads than those that only pay for advertising.

As these numbers show, PR buoys businesses at any given time. Yet there are also key moments when it’s even more important to do PR.

The right time to do PR

Studies indicate that PR makes a particular difference at certain times in their development. Doing PR in the months leading up to the launch of a new product, service or business helps the enterprise take off better than advertising.

My own experience bears out these conclusions. For instance, one of my PR agency’s clients — an anti-aging wellness center — was worried that no one would show up to their grand opening. We reached out to influencers based in his community and sent media advisories to local news outlets and the Chamber of Commerce, which promoted the event on its own social media accounts. This created buzz, and as a result, the grand opening was packed with people, many of whom booked appointments.

Again, this is just one example. Basically, PR introduces people to new products, services and businesses more effectively than advertising because it mobilizes third parties that are considered more trustworthy than a brand would be itself.

PR delivers results

While every company stands to benefit from cultivating trust with consumers, doing PR is particularly important for new companies and businesses that foresee launching new products or services in the coming year. For the best results, be proactive and start well in advance. This will give your PR team time to strategize, do market research, and create the key connections necessary for optimal outcomes.

Major corporations engage in PR because it delivers results. That’s why businesses of all sizes should do so, too.

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At the end of 2024, Intel had 108,900 employees. Now the chipmaking giant is planning to cut over 33,000 jobs to cut the workforce to 75,000 employees by the end of the year.

Intel CEO Lip-Bu Tan, 65, said in a memo to staff on Thursday that Intel is implementing a plan to reduce its workforce by 15%. The layoffs are in addition to the approximately 21,000 roles (about 20% of Intel’s workforce) the company let go from April to June, which mainly focused on cutting down layers of middle management.

Intel previously announced in August that it was laying off 15% of its workforce, or over 15,000 employees, last year.

Related: Intel Requires Employees to Work From the Office More Often: ‘This Action Is Necessary’

In its second-quarter earnings report released on Thursday, Intel reported a sixth consecutive quarterly loss of $2.9 billion, nearly double its $1.6 billion loss at the same time a year earlier. The increased loss was mainly due to restructuring costs of $1.9 billion due to job cuts.

Tan stated in a conference call with analysts and investors following the report that over the past three months, he had completed “a systematic review” of Intel’s headcount and spending.

“Our goal is to reduce inefficiencies and redundancies and increase accountability at every level of the company,” Tan stated on the call. “We need to right-size and scale back the company.”

^{Intel CEO Lip-Bu Tan. Photographer: Annabelle Chih/Bloomberg via Getty Images}

Tan, who was previously CEO of chip software company Cadence Design Systems from 2009 to 2021, is now tasked with turning Intel around after three years of declining revenue. He became Intel’s CEO on March 18, replacing former CEO Pat Gelsinger.

Intel faces competition from rival companies like Nvidia, which captured a greater share of the AI chip market. Nvidia had between 70% and 95% of the market share for AI chips last year, compared to Intel’s less than 1%, per CNBC.

Related: How Nvidia CEO Jensen Huang Transformed a Graphics Card Company Into an AI Giant: ‘One of the Most Remarkable Business Pivots in History’

However, Intel is trying to catch up. The company plans to launch more efficient chips later this year to better compete with Nvidia and other rivals, per The Wall Street Journal.

Intel stock was down over 7% this past month, but up nearly 2% year-to-date.

^{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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Most entrepreneurs think they’re using AI the right way — asking ChatGPT for catchy headlines, content ideas or maybe even a basic funnel outline.

But here’s the truth: That surface-level use? It’s holding you back.

What if you could train ChatGPT to think like a $100,000 business strategist — and audit your business like a pro? This video reveals the real reason your content isn’t converting, your email campaigns are underperforming, and your revenue is plateauing — even though you’re working harder than ever.

You’ll discover:

• The one prompt that turned ChatGPT into a full-time business advisor — helping triple revenue in just 30 days.
• A setup that transforms AI into a decision-making machine — not a glorified assistant.
• The exact system that uncovers what’s actually working (and what’s quietly sabotaging your growth).

If you’ve ever felt like you’re doing all the right things and still falling behind, this video might just be the turning point.

Watch now — before you waste another month stuck in the cycle of overthinking, overwhelm, and underperformance.

The AI Success Kit is available to download for free, along with a chapter from my new book, The Wolf is at The Door.