AI is making a mark in marketing, security, and customer experience, according to a new Google Cloud report, which surveyed 3,500 senior leaders at global companies to find a clear use case for AI — and figure out if leaders had seen a return on their AI investments.

Each leader surveyed works for a business that earns at least $10 million in annual revenue, has at least 100 employees, and leverages generative AI. The majority of respondents (55%) indicated that AI was a useful marketing tool, helping them with tasks like data analysis, content generation, and editing. Nearly 60% of executives at media and entertainment firms indicated that AI had a positive impact on their marketing efforts.

Related: 37% of Employers Would Rather Hire a Robot or AI Than a Recent Grad: ‘Theory Alone Is No Longer Enough’

Security was also an area where AI was useful to executives, according to the report. AI security tools combat cyberthreats by automatically detecting intruders and analyzing incidents. Almost half of executives (49%) said in the survey that AI helped with cybersecurity. Of that group, 53% stated that AI had diminished the number of security incidents reported in their organizations.

Executives also found that AI improved customer experience. Close to 62% of leaders said that AI had enabled them to deliver better customer service, an increase from 59% of respondents who answered the same survey in 2024. Three in four leaders said customer satisfaction improved as a result of AI this year.

The survey also sought to uncover whether AI had delivered a strong return on investment for organizations. Only 40% of respondents stated that AI had directly caused revenue growth for their companies, but 70% said that AI had made employees more productive.

Related: AI Agents Can Help Businesses Be ’10 Times More Productive,’ According to a Nvidia VP. Here’s What They Are and How Much They Cost.

Google Cloud’s VP of Global Generative AI, Oliver Parker, wrote that the report indicated that AI hype in organizations is calming down.

“The conversation has shifted to value,” he wrote.

The report’s findings contrast with research published last month by MIT, which found that though U.S. businesses have invested up to $40 billion in AI altogether, the overwhelming majority (95%) have yet to see a return on their investments or an impact on profits.

Most solopreneurs are still throwing content at the wall — hoping something sticks.

But ChatGPT’s new Agent doesn’t guess. It predicts what’s about to go viral — and helps you post it before anyone else does.

This isn’t another AI writing tool. It’s a fully autonomous strategist that scans Reddit, Substack and YouTube in real time to find breakout trends, reverse-engineer what’s working and map out a full content plan that actually ranks.

In this video, I’ll show you how I used it to spot a viral trend in under 15 minutes — and how it ranked my content top two on major media sites within 48 hours.

Here’s what you’ll discover:

• Viral trend prediction: How the Agent identifies breakout ideas before they hit the news — so you publish first, not last.
• Content that ranks: Why this Agent outperforms keyword tools — and builds you a smarter strategy in minutes.
• Competitor breakdowns: How it dissects emotional hooks, pacing, and title formulas from the top-performing videos in your niche.
• Weekly content calendars: The exact prompt I use to build a full week of content ideas in under 10 minutes.

Because the truth is, in 2025, you’re either guessing — or predicting. Let this be your edge before everyone else catches up.

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

OpenAI is creating a jobs platform with an AI focus to take on LinkedIn, and expanding the ways AI users can verify their skills for employers.

Fidji Simo, OpenAI’s CEO of applications and former Instacart CEO, announced in a blog post on Thursday that the ChatGPT-maker was working with employers like Walmart and Boston Consulting Group to develop AI solutions for companies. (Walmart is the largest private employer in the U.S. with 1.6 million employees across the nation.)

The first initiative is an OpenAI Jobs Platform, which will connect businesses to candidates and tap into AI to filter through recommendations.

Related: Almost 100% of Gen Zers Surveyed Admitted to Using AI Tools at Work. Here’s Why They Say It Is a ‘Catalyst’ for Their Careers.

“We’ll use AI to help find the perfect matches between what companies need and what workers can offer,” Simo wrote in the blog post.

She gave the example of the Texas Association of Business, which wants to use the jobs platform to link Texas employers with potential employees who can assist with their IT modernization efforts.

An OpenAI spokesperson told TechCrunch that the company is aiming to debut the jobs platform by mid-2026.

^{OpenAI CEO of Applications, Fidji Simo, during an interview in September 2024. Photographer: David Paul Morris/Bloomberg via Getty Images}

OpenAI also announced new certifications for OpenAI Academy, a free platform focused on helping individuals develop AI skills. The ChatGPT-maker is expanding the Academy, which has reached more than two million people, by allowing learners to obtain certifications in AI, from mastering the basics of applying AI at work to learning how to engineer prompts.

Related: You Can Get Paid $18,000 More a Year By Adding AI Skills to Your Resume, According to a New Study

OpenAI is aiming to hand out 10 million certifications within the next five years, per the blog post. The company told Bloomberg that it is collaborating with Walmart to create certifications, which will initially be available for free to Walmart’s 1.6 million U.S. employees.

With certifications and a jobs platform, OpenAI takes on the likes of LinkedIn and Indeed. LinkedIn, which has more than one billion members, is the most expansive professional network in the world. Indeed is also a dominant player in the job hunting space, with 615 million job seekers and 27 hires per minute.

After two decades in franchise development, I’ve learned that the most successful franchise organizations aren’t built on quick wins or short-term revenue spikes. They’re built on perfect alignment between what we want as franchisors, what our franchisees need to thrive, and what our team members are incentivized to achieve.

Too many development executives get caught up in the numbers game — how many units can we sell this quarter; how quickly can we expand into new markets. But when you optimize for long-term success across all stakeholders, everything else follows naturally.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

Aligning Team Compensation with Long-Term Success

Here’s where most franchise development companies get it wrong: they treat their sales and marketing teams like short-term hired guns, paying them to hit immediate targets without caring about what happens after the ink dries. That’s not just shortsighted—it’s destructive.

I’ve restructured our entire compensation philosophy around a simple principle: if our team members’ biggest payday comes from the long-term success of the brands they’re building, they’ll make decisions that prioritize long-term success.

We give equity in the franchise brands to our sales and marketing representatives working on those brands—not token amounts, but meaningful stakes that make them think like owners. When our VP of Franchise Development for a fast-casual concept has equity in that brand, they’re not just trying to sell as many franchises as possible this quarter. They’re thinking about franchisee quality, market development strategy, and brand protection because their biggest financial upside is tied to the brand’s long-term growth.

This approach lets me trust that my team won’t cut corners or cheapen our portfolio brands’ long-term success. They’re not incentivized to sell a franchise to an unqualified candidate just to hit their monthly number—that candidate’s potential failure would directly impact their equity value.

Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here’s How They Achieved Generational Wealth

Equity for Contributors Who Deliver Value

We extend equity opportunities to our 1099 franchise brokers when they’ve proven their value. These are the brokers who bring in quality deals, understand our brand standards, and contribute to the long-term health of our systems. When a broker has helped us build a brand from 50 units to 100+ units with high-quality franchisees, they become more than transaction facilitators — they become brand ambassadors who are financially invested in quality over quantity.

We also loop marketing representatives into equity when they deserve it. Marketing is a brand-building function that directly impacts long-term value. When our marketing professionals have skin in the game, they think differently about campaign strategies, brand messaging, and market positioning.

Related: A.I. Could Destroy the Power of Video Marketing — But Only If We Allow It

Pay So Well They Stay and Excel

Most companies pay what they think it takes to keep an employee. I’ve flipped that equation: What if you paid an employee so well that they not only stayed but excelled beyond what you thought possible?

When I hire a VP of Franchise Development, I offer high compensation, incredible benefits and meaningful equity so their goals align completely with the long-term success of the brands they’re working on. A VP thinking like an owner will make better long-term decisions than one thinking like an employee.

Franchising is fundamentally about building wealth by helping others build wealth. That philosophy should extend to our employees too.

Related: How the IFA Plans to Strengthen the $800 Billion Franchise Industry in 2025

Traditional Franchise Models vs. The Alignment Model

Traditional franchise models often create incentives throughout the organization. Franchisors make money on initial fees and royalties regardless of individual unit performance. Sales teams are rewarded for volume regardless of franchisee quality. Marketing teams are measured on lead generation rather than brand building. All of these groups are optimizing for different outcomes, creating tension and suboptimal results.

The alignment model flips this dynamic. When everyone — from franchise brokers to marketing managers to VPs of Franchise Development—has equity in the brands they’re building, everyone optimizes for the same outcome: long-term brand value and sustainable growth.

We still measure short-term performance metrics, but we structure compensation so that the biggest rewards come from long-term success. This creates a system where doing the right thing for the brand is also the most profitable thing for each team member.

Related: After 14 Years as an RN, She Opened the Business She Always Wanted to See — And Reached $1.3 Million

Why This Approach Isn’t More Common

If this approach is so effective, why don’t more franchise development companies use it? Many franchise development executives want to capture as much value as possible for themselves and their immediate stakeholders. They see equity as something to be hoarded rather than strategically shared. They think of team members as costs to be minimized rather than partners in value creation.

This approach might maximize short-term extraction, but it doesn’t build valuable, lasting enterprises. It creates franchise systems that are fragile, team cultures that are transactional, and brands that struggle to compound value over time.

Related: How I Turned a Failing Business Into a $1 Million Powerhouse in Just 6 Months

Building the Franchise Company of the Future

The franchise industry is evolving rapidly, and development executives who cling to old models of misaligned incentives will find themselves managing declining systems. The future belongs to companies that understand how to create genuine alignment between all parties involved in building franchise brands.

This doesn’t mean being soft or giving away equity carelessly. It means being strategic about how we structure relationships, measure success, and deploy resources. It means recognizing that the people who help build valuable brands should participate in the value they help create.

In my experience, companies that embrace this philosophy don’t just build larger franchise systems — they build more valuable ones. They create brands that team members are proud to build, franchisees are excited to operate, and investors are eager to back.

The choice is clear: We can continue optimizing for short-term extraction and build companies that eventually hit growth ceilings, or we can optimize for aligned long-term success and build franchise development organizations that compound value for decades.

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

Mark Zuckerberg loves MMA so much that he’s rented out entire arenas, sparred on a barge, had major surgery to fix a fighting injury, won medals, and built a “backyard” octagon at his Ko’olau Ranch compound in Hawaii. And according to a new book by the former president of global affairs at Meta, Zuckerberg even asked some company leaders to get on the mat.

“Mark’s commitment to MMA is so strong that he insisted one morning, during a management offsite, that some of his most senior executives join him for a training session,” wrote Nick Clegg in his soon-to-be-released book, How to Save the Internet (Penguin; November 11, 2025).

Related: Mark Zuckerberg’s Daily Routine: The Schedule of the Meta CEO Who Wears the Same Thing Every Day and Trains with MMA Fighters

Fast Company reports that, in the book, Clegg details one particularly uncomfortable-sounding scene, when he is being straddled on the mat by a colleague in a “Domination Mount” maneuver.

Clegg wrote it was “too close for comfort,” the outlet notes.

Meta investors have been warned in official filings that Zuckerberg and other members of management participate “in various high-risk activities, such as combat sports, extreme sports, and recreational aviation, which carry the risk of serious injury and death.”

The book also looks at the future of AI and how social media has changed the world, but as Semafor reports, if you’re looking for a tell-all about the inner workings of Meta, this is not it.

Related: ‘I Love This Sport’: Mark Zuckerberg’s Meta Enters Into ‘Massive Partnership’ With UFC

A computer science professor is warning that advanced AI could be developed within the next couple of years, leading to mass unemployment by 2030.

On a recent episode of “The Diary of a CEO” podcast, University of Louisville Computer Science Professor Roman Yampolskiy warned that AI could cause “99%” of all workers to be unemployed by 2030. Yampolskiy said that artificial general intelligence systems (AGI) that are as capable as humans would likely be developed by 2027, leading to a labor market collapse three years later. He predicted that AI would provide “trillions of dollars” of “free labor,” giving employers a better option for their employment needs.

“You have free labor, physical and cognitive, trillions of dollars of it,” Yampolskiy said. “It makes no sense to hire humans for most jobs if I can just get a $20 subscription or a free model to do what an employee does.”

Related: Microsoft AI CEO Warns That ‘Dangerous’ and ‘Seemingly Conscious’ AI Models Could Arrive in the Next 2 Years: ‘Deserves Our Immediate Attention’

Yampolskiy predicted that any job on a computer would immediately be automated once AGI arrives and that humanoid robots would take over physical labor jobs within the next five years, leading to unprecedented levels of unemployment.

“So we’re looking at a world where we have levels of unemployment we’ve never seen before,” Yampolskiy said on the podcast. “Not talking about 10% unemployment, which is scary, but 99%.”

The only jobs left will be those that humans prefer another human to do for them, Yampolskiy said. AI will “very quickly” gain the capacity to take over other human occupations, including teachers, analysts, and accountants, he predicted.

Yampolskiy claims to have coined the term “AI safety” in a 2011 article and has since published more than 100 papers on AI’s dangers. He has written multiple books, including his 2025 book “Considerations on the AI Endgame: Ethics, Risks and Computational Frameworks.”

Related: The ‘Godfather of AI’ Says Artificial Intelligence Needs Programming With ‘Maternal Instincts’ or Humans Could End Up Being ‘Controlled’

In the podcast interview, Yampolskiy said that even coding and prompt engineering weren’t safe from automation. AI can design prompts for AI “way better” than any human, he stated.

Retraining is also impossible in this new reality because AI will automate all jobs and “there is no plan B,” Yampolskiy said.

Yampolskiy’s predictions match the forecasts made by other AI experts. Geoffrey Hinton, known as the “Godfather of AI” due to his pioneering work in the subject, stated in June that AI is going to “replace everybody” in white collar jobs. He challenged the idea that AI would create new jobs, pointing out that if AI automates tasks, there would be no jobs for people to do.

Meanwhile, in May, Anthropic CEO Dario Amodei stated that AI would eliminate half of all entry-level, white-collar jobs within the next one to five years, causing unemployment to reach a high of 20%.

Related: ‘When I Get Paid, You Get Paid’: Software Engineers Looking for Work Are Promising $10,000 or More to Anyone Who Can Help Them Land a Job

It pays to have AI skills — nearly $20,000 more per year on average.

A recent study conducted by the job insight website LightCast analyzed over a billion job postings and found that employers are not only looking for workers with AI skills — they are also paying them more.

“Job postings are increasingly emphasizing AI skills, and there are signals that employers are willing to pay premium salaries for them,” LightCast’s Head of Global Research Elena Magrini told CNBC.

Related: Google Reportedly Told Its Staff to Use AI More or Risk Falling Behind: ‘It Seems Like a No-Brainer’

The study found that job postings that asked for AI skills paid 28% more, or around $18,000, than jobs that didn’t require AI. Jobs requiring two or more AI skills paid 43% more.

The roles with the highest differences in pay between workers with AI skills and those without were in the fields of customer support, sales, and manufacturing.

There are now over 300 possible AI skills, according to LightCast, from generative AI to AI ethics to autonomous driving and robotics. But the most common AI skills employers requested were two of the most mainstream — ChatGPT or Microsoft Copilot.

In a surprising twist, non-technical sectors demanded AI skills more than technical ones, according to LightCast’s report. Since November 2022, when ChatGPT launched, demand for generative AI skills shot up by 800% for non-technical roles.

Related: These 3 Professions Are Most Likely to Vanish in the Next 20 Years Due to AI, According to a New Report

A recent report from The Wall Street Journal found that entry-level college graduates are getting six- or seven-figure salaries right out of school because of their proficiency with AI. Databricks, a data analytics firm, is planning to hire triple the number of recent graduates this year compared to last year because of these young workers’ ability to use AI, the company told The Journal.

While learning AI may give workers a boost in salary negotiations, the technology also has the potential to replace entry-level employees. A Stanford University study released last week found that AI-impacted jobs, like software developers, customer service representatives, and accountants, saw employment for workers ages 22 to 25 decline by 13% over the past three years.

“There’s definitely evidence that AI is beginning to have a big effect,” the study’s first author and Stanford Professor Erik Brynjolfsson told Axios about the report.

When our vertical series “Brace Face Betty” became the week’s top series by user engagement according to Social Peta, it wasn’t a big surprise for me. Our team has been working on content production for a long time, growing My Passion, the books platform, and My Drama, the short-form, vertical series platform. Over the years, we’ve identified the principles that make hits. These hacks apply to any creative niche, not just books or series.

Until recently, I didn’t have any social media accounts, and now I’ve become the algorithm’s ideal target audience. Here’s the system I use to predict and create viral products. Whether you’re building apps, content, consumer products or services, these insights will help you understand what makes audiences stop, engage and share.

70% of success happens before creation

Here’s what most creators get wrong: They focus on production quality and hope for the best. But viral success is determined long before you start creating. It’s about understanding three critical elements: niche, audience and platform.

Take the vertical short series, for example. This niche is growing like crazy now! According to iMedia Research, the vertical short drama market will be worth more than $13.8 billion by 2027, up from $5.2 billion in 2023. There are now over 200 apps dedicated to vertical series content, and the format is attracting talent from traditional TV and film who see an opportunity to create more efficiently and reach younger audiences directly. To be No. 1 in this niche in the EU and U.S. markets, we need to know it inside out. What hooks work? What pacing keeps attention? What elements make content shareable?

The second is audience psychology. We explore the emotional triggers that engage people. Typically, the topics of bullying, forbidden love and age gaps resonate well. Seek what works in your niche. These are not necessarily the topics you are interested in. Conduct audience research, put yourself in their shoes and determine their typical behavior. Use this as a basis for product development and creatives.

And the last element — platform mechanics. Each platform has different algorithms, user behaviors and content formats that favor specific approaches. We distribute content on all social platforms and prepare separate creatives for each.

The remaining 30% is execution. But without the foundation, even perfect execution fails.

Related: 5 Proven Tips to Better Understand Your Audience and Drive Sales

How to scroll social media smartly

Don’t confuse trend-watching with random TikTok scrolling and reposting funny Reels. The essence of trend-watching is not to mindlessly consume content, but to analyze what you see and spot opportunities.

I spend 20 to 30 minutes each morning and evening on strategic scrolling. Previously, I trained algorithms to show me what I need to see. It’s not tricky: follow your competitors, like relevant posts, click on their ads and even leave comments. Done. Your feed is now a perfectly curated research tool.

Then I apply my analysis framework, which looks like this. When I spot viral content, I dig deep. How many creative variations are they testing? Which geographic markets are they targeting? What engagement patterns am I seeing? Can this approach scale? I document everything, because patterns emerge over time that individual posts can’t reveal.

Then I pass on the insights to the team. For instance, if competitors are launching 10-minute promotional videos while we’re using 1-minute clips, it means we’re at a disadvantage. So we need to catch up quickly. When I notice “I’m pregnant” hooks performing well across multiple verticals, I write to the team that we urgently need to use it too.

Surely, my whole team is also engaged in trend-watching. We use tools like Airtable, Make, Asana and others to exchange information quickly. It’s really important in the creative niche, since trends don’t last long and you need to act ASAP.

Viral product framework that works in each niche

Analyzing hundreds of viral products, I’ve identified key characteristics that unite them across all creative industries. This framework works whether you’re building apps, creating content, designing products or launching services.

Proven foundation. Instead of starting from scratch, try building on concepts that have already demonstrated success. For example, we use our content library of proven IPs and cast actors with track records from previous hits. The goal isn’t to copy, but to know what foundational elements work and build upon them smartly.

Trend integration. Implement everything you discovered during trend-watching. Automate your creative process with AI tools to launch faster and catch the trend when it’s hot.

High-level execution. Every element needs immediate engagement drivers that grab attention within seconds. In vertical series, this means compelling hooks, pacing that maintains interest and cliffhangers that create anticipation. For apps, it’s intuitive onboarding and instant value delivery. For physical products, it’s solving user problems elegantly from the first interaction.

Related: This Is How Close AI Is to Coming Up With the Next Viral Product

Your product is viral, what’s next

The common mistake founders make is stopping after they have a hit. I often notice it even on Netflix. Just imagine how its metrics and profits would have grown if they had made a sequel to Wednesday.

Every product should be designed to evolve and extend. So when you create a potential hit, think long-term about how you will develop it further and don’t aim for just a one-time success!

As young Americans struggle with high costs of living and salaries that haven’t kept pace with inflation, some of them rely on loans to make ends meet.

Nearly half (46%) of Gen Z between the ages of 18 and 27 depend on financial assistance from their family, according to a 2024 report from Bank of America.

What’s more, even though some parents are willing to help their kids out with cash, those loans don’t always come without strings attached — sometimes in the form of interest.

Related: Gen Z Is Turning to Side Hustles to Purchase ‘the Normal Stuff’ in ‘Suburban Middle-Class America’

Financial media company MarketBeat.com‘s new report, which surveyed more than 3,000 parents, found that an increasing number are charging their adult children interest on family loans.

“The Bank of Mom and Dad has always been generous, but even generosity comes with boundaries,” says Matt Paulson, founder of MarketBeat.com. “What’s striking is that while most parents don’t expect repayment — and certainly not at commercial interest rates — inflation and rising costs are starting to reshape how families think about money.”

The average interest rate charged by parents was 5.1%, according to the data. That’s still well below the costs their children might incur elsewhere: The average personal loan rate is 12.49% for customers with a 700 FICO score, $5,000 loan amount and three-year repayment term, per Bankrate.

Related: This Stat About Gen Alpha’s Side Hustles Might Be Hard to Believe — But It Means Major Purchasing Power. Here’s What the Kids Want to Buy.

Only 15% of parents would be comfortable with lending their kids $5,000 or more at one time, according to MarketBeat’s research.

Family loan repayment terms can also vary significantly by location. The top five toughest state lenders based on the interest rates parents charge were Nebraska (6.8%), Oregon (6.8%), Mississippi (6.5%), Georgia (6.4%) and Arkansas (6.3%), the report found.

Parents in Delaware and Maine tended to be the most lenient when it came to charging their children interest on loans, with 2% and 4% rates, respectively, according to the findings.

Related: Baby Boomers Over 75 Are Getting Richer, Causing a ‘Massive’ Wealth Divide, According to a New Report

Many parents who expect repayment also have a fast-tracked timeline in mind. Twenty-one percent anticipated seeing their loan repaid in one month, 15% within one year and just 8% more than a year later, per the survey.

Although 59% of parents reported being happy to help their kids with money, 27% said they would only do it if necessary, and 4% admitted to feeling resentful.

In many cases, family loans don’t just provide financial support — they’re also “emotional transactions that test trust, responsibility and family dynamics,” Paulson notes.

Some of the richest people in the world — Elon Musk, Jeff Bezos, and Mark Zuckerberg — made their fortunes in Silicon Valley. However, a new report in the Wall Street Journal suggests that most U.S. billionaires did not amass their wealth in tech. Instead, it’s the banking and finance fields that have produced most of the country’s super-rich.

According to data shared with the WSJ from wealth intelligence company Altrata, there were 1,135 billionaires in the U.S. last year, up from 927 in 2020. Approximately 300 billionaires made their money in banking and finance, while an estimated 110 came from the tech sector. Meanwhile, 75 billionaires earned their money in real estate.

Many, of course, got a head start by inheriting wealth. One-third of U.S. billionaires received some or all of their wealth from an inheritance, per Altrata.

Related: This 30-Year-Old Billionaire Says Life ‘Hasn’t Really Changed That Much’ After Making Billions. Here’s Where She Spends Money.

The data shows that U.S. billionaires are worth $5.7 trillion in total. Musk, Bezos, and Zuckerberg alone comprise about $1 trillion, or nearly one-sixth, of that wealth.

Altrata also found that billionaires tend to live in one state above all others: California. The highest percentage of them, about 255 people, live in the Golden State. However, they have primary businesses in nearly every U.S. state, except for Wyoming and Alaska.

The list of U.S. billionaires includes some recognizable names, including Oracle founder Larry Ellison and Google co-founder Sergey Brin, as well as some more private individuals, like Diane Hendricks, co-founder of ABC Supply, North America’s biggest distributor of building products.

Hendricks, who is the richest self-made woman with a net worth of $22.3 billion, is one of 150 female billionaires based in the U.S., joining stars like Taylor Swift and Selena Gomez. Most of the list, 86%, is comprised of men.

Related: Is Selena Gomez the Next Beauty Billionaire?

When it comes to philanthropy, Altrata data shows that billionaires have donated or pledged to donate about $185 billion to charitable organizations over the past decade. Among them is Berkshire Hathaway CEO Warren Buffett, who donated a record $6 billion to different foundations in June.

Nearly half of all overall donations from billionaires, $90 billion, went towards two causes: education and medical research. Some of the most popular organizations that received donations were the Central Park Conservancy in New York City, which received funds collectively worth about $100 million from 89 individuals, and Johns Hopkins University, which received donations from about 30 individuals totaling $7.5 billion.

However, charitable giving isn’t a priority for all billionaires. One in four has donated less than a million dollars each since 2015.