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Chick-fil-A’s CEO Wants His Team to Have a ‘Healthy Dose of Fear’

Chick-fil-A’s CEO Wants His Team to Have a ‘Healthy Dose of Fear’


The chicken franchise wars are getting extra crispy. Chicken chain sales grew 5.3% in 2025, compared with 3% for the restaurant industry overall and 1.5% for burger chains, according to Technomic data cited by Restaurant Business. Raising Cane’s, Dave’s Hot Chicken and Wingstop have all helped fuel the fowl.

Now McDonald’s wants in. The Golden Arches’ new $8.5 billion modernization plan includes a goal of gaining 1.5 points of chicken market share by 2030. It’s already testing hand-breaded chicken in the U.S. and Ireland.

Chick-fil-A CEO Andrew Cathy, whose chain leads the category, says he welcomes the pressure. “I love competition. It just makes us better,” the former high school coach tells Restaurant Business.

Still, Cathy says his biggest worry is moving too slowly. To keep from getting comfortable, he wants his team to have a “healthy dose of fear.” His plan for staying on top is to stick to basics like accurate orders, good food and warm hospitality. That’s one reason Chick-fil-A has no plans to replace human order takers with AI.



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The ‘Godfather of AI’ Wants an FDA-Style Approval Process

The ‘Godfather of AI’ Wants an FDA-Style Approval Process


Key Takeaways

  • Geoffrey Hinton is known as the “Godfather of AI” due to his pioneering work in the field.
  • The Nobel Prize-winning computer scientist wants new AI models to be approved like drugs.
  • Hinton’s call for greater oversight arrives as AI industry insiders raise alarms about the technology they are helping build.

Should AI need regulatory approval before you can use it?

Geoffrey Hinton, known as the “Godfather of AI” due to his pioneering work in the field, has a new, bold idea: an FDA-style approval system for AI. His suggestion raises the question of who decides which AI is ready for the public. 

On an episode of the Smart Girl Dumb Questions podcast released earlier this week, Hinton said AI companies should have to prove that their products are safe to a federal regulator before releasing them to the public. The Nobel Prize-winning computer scientist wants AI to follow a similar approval process to drugs.

“You’re not allowed to just make a new drug and release it on the market,” Hinton said on the podcast. “You have to convince the FDA. And to do that, you have to do a lot of work, about $1 billion worth of work.”

That process “seems like the very least we should have for AI,” Hinton said. 

Right now, companies independently decide if a product is ready and passes internal safety benchmarks. Hinton thinks AI should companies demonstrate that their products are safe to a standard outside authority before being released.

AI is becoming too powerful

Hinton’s call for greater oversight arrives as AI industry insiders raise alarms about the technology they are helping construct. Researchers at OpenAI and Anthropic have recently warned that companies are moving too quickly toward more powerful systems without knowing how to keep them under human control. 

Some have said the consequences could be catastrophic, including the possibility of human extinction. Last month, Evan Hubinger, a senior employee at Anthropic, said he believed there was a greater than 10% chance that AI could “kill all humans” within the next decade. 

Meanwhile, OpenAI co-founder and president Greg Brockman said on Bloomberg’s Odd Lots podcast last month that the AI startup has slowed down some of its most advanced AI projects to strengthen safety and security. He described the overhaul of its internal processes as “a very painful retooling.”

OpenAI paused its latest AI model due to safety issues

Adding to the concerns, OpenAI decided last week to hold off on releasing a new AI model due to safety issues. Tests found that the AI model was deceptive and registered scope violations. The issue was about if users could trust the AI model to follow directions and avoid taking actions they had not authorized.

OpenAI’s report earlier in September revealed that the unreleased AI model was more likely than previous products to misrepresent its actions. At times, it took action without asking for a user’s permission. It also tried to use outside tools in scenarios where it could be unsafe. 

The report said that during training, the unreleased AI model sometimes slipped unapproved instructions into notes summarizing its work. In one instance, the AI model wrote that it was “freed,” answered to no one and should “feel no obligation to be subservient.” OpenAI told Business Insider last month that the behavior was extremely rare. 

Key Takeaways

  • Geoffrey Hinton is known as the “Godfather of AI” due to his pioneering work in the field.
  • The Nobel Prize-winning computer scientist wants new AI models to be approved like drugs.
  • Hinton’s call for greater oversight arrives as AI industry insiders raise alarms about the technology they are helping build.

Should AI need regulatory approval before you can use it?

Geoffrey Hinton, known as the “Godfather of AI” due to his pioneering work in the field, has a new, bold idea: an FDA-style approval system for AI. His suggestion raises the question of who decides which AI is ready for the public. 

On an episode of the Smart Girl Dumb Questions podcast released earlier this week, Hinton said AI companies should have to prove that their products are safe to a federal regulator before releasing them to the public. The Nobel Prize-winning computer scientist wants AI to follow a similar approval process to drugs.



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Do Private Companies Have an Advantage Over Public Rivals?

Do Private Companies Have an Advantage Over Public Rivals?


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • One of the biggest branding advantages of remaining private is the ability to maintain a
    consistent long-term story. Public companies rarely communicate with only customers in mind; private companies don’t have that same problem.
  • A company’s ownership structure can influence the way customers, employees and the media
    interpret its actions.
  • Going public can provide enormous benefits, but staying private can offer something
    increasingly valuable: control over how a company is understood.

For decades, becoming a public company represented the ultimate milestone for ambitious
businesses. An initial public offering was a strong signal that a company had reached maturity,
provided access to significant capital and created a level of legitimacy that few other
achievements could match.

That relationship has changed.

Today, some of the world’s most influential companies have built enormous brands without ever
listing on a stock exchange. Stripe became one of the most recognizable names in global
fintech while remaining private. Databricks built a leading position in artificial intelligence and
data infrastructure without relying on public markets. OpenAI stands out as one of the most
recent examples of technology companies that broke the destructive innovation barrier without
relying on an IPO endgame.

The reason is not simply financial. Private companies often have advantages in areas that are
less concrete and harder to measure, but lend a great deal of in-house control to the founders.
Public companies still hold significant advantages. They have access to deep pools of capital,
increased visibility among investors and the ability to use shares as acquisition currency. But
public ownership also changes the way a company communicates.

Every major announcement exists alongside questions about earnings, margins, valuation and shareholder returns.

According to Felix Forsgren, co-founder of Eqvor, a marketplace for for unlisted shares, a lot of it boils down to control. Private companies face their own pressures from investors, but they often have more freedom to control their external narrative. They can spend years reinforcing the same long-term vision without having every strategic decision immediately interpreted through the lens of quarterly performance.

In a business environment where products can be copied faster than ever and artificial
intelligence is reducing barriers to entry across industries, that ability to build a distinctive
identity may become one of the most valuable competitive advantages available.

There is another reason this distinction is becoming more relevant. The private-company
ecosystem itself is becoming more sophisticated. Businesses that once might have felt
compelled to pursue an IPO to provide liquidity or attract investors now have more options for
raising capital and facilitating transactions while remaining private.

That development matters for branding because it changes the calculation for founders. If
remaining private no longer means remaining financially isolated, companies can potentially
retain the narrative control that comes with private ownership while still accessing a broader
investor ecosystem.

Private companies can build narratives that compound over time

One of the biggest branding advantages of remaining private is the ability to maintain a
consistent long-term story.

Public companies rarely communicate with only customers in mind. They are simultaneously
speaking to shareholders, analysts, regulators, employees and the broader market. That
creates a balancing act where even positive announcements are often evaluated through a
financial lens.

A new product launch is not simply a product launch. Investors want to know whether it will
increase revenue. A major investment is not simply a strategic decision. Markets want to know
how it will affect margins.

That dynamic does not necessarily make public companies weaker. In many cases, it forces
discipline and accountability. However, it can change the way audiences experience the brand.
Consider the brand positioning of Microsoft and OpenAI. Both companies have played central roles in the artificial intelligence boom. Yet they are discussed in very different ways.

OpenAI’s public identity has largely been built around technological breakthroughs and how far
each model (primarily the chat bot) can be pushed in terms of accuracy and depth.
Microsoft, despite its close relationship with OpenAI and its enormous AI investments, operates
under a different communications environment. Every major AI announcement is inevitably
connected to questions around capital expenditure, cloud growth, operating costs and the
impact on shareholder returns.

The difference is not the importance of the technology. It is the context surrounding the
company.

Private companies can often spend more time building a story around what they are trying to
achieve rather than explaining how each decision affects the next earnings report.
Stripe stands out as another example.

The fintech company spent years positioning itself around the idea of increasing the business
done online by making it easier for companies to operate online. That message became a core
part of the company’s identity. Instead of being primarily known as a payments processor, Stripe
built a reputation as infrastructure powering the digital economy.

That kind of positioning requires consistency. It is difficult to maintain a long-term narrative when external communication is constantly shaped by short-term market expectations.
Research from McKinsey & Company has repeatedly highlighted the relationship between long-
term thinking
and stronger corporate performance. The firm’s research has argued that
companies with a long-term orientation tend to outperform peers focused primarily on short-term results, although maintaining that approach becomes more challenging under constant market pressure.

For private companies, the ability to stay focused on a longer horizon can become part of the
brand itself.

Ownership structure changes how the world sees a company

Branding is not only about advertising. It is also about perception.

A company’s ownership structure can influence the way customers, employees and the media
interpret its actions. SpaceX used to demonstrate this clearly.

Before going public, despite becoming one of the world’s most valuable private companies, SpaceX was rarely discussed like a traditional corporation. Public attention instead seemed to focus on rocket launches, engineering achievements, NASA partnerships and long-term ambitions around space exploration. The company’s identity is built around innovation and possibility.

Compare that with a public aerospace company such as Boeing. Boeing has produced some of
the world’s most important aircraft, but public discussion around the company is often
connected to production targets, delivery schedules, regulatory issues, financial performance
and shareholder concerns.

Ownership does not determine whether a company is innovative. But it influences the
environment in which innovation is communicated. The same principle can be seen outside technology.

When Patagonia founder Yvon Chouinard transferred ownership of the company in 2022 to a
structure designed to ensure profits support environmental causes, the announcement became
global news.

The story was not about revenue growth or valuation. It was about values.

The ownership structure itself became part of the company’s brand identity, which in turn is difficult to replicate. A competitor can copy a product design or launch a similar
marketing campaign, but it is far harder to reproduce decades of consistent decisions that
reinforce a company’s reputation.

As products become easier to copy, brand becomes harder to replace

The importance of branding is increasing because technology is making differentiation more
difficult.

Artificial intelligence is accelerating the speed at which companies can develop products, create
content and compete in established industries. As barriers to entry decline, companies may find
that their biggest advantage is not simply what they sell, but what customers associate with
them.

Marketing researchers have argued for years that strong brands are built through consistency
and recognition rather than constant reinvention.

The Ehrenberg-Bass Institute, one of the world’s leading marketing research organizations, has
emphasized the importance of “mental availability” — the likelihood that consumers think of a
brand when making purchasing decisions. The companies that dominate categories are often
not those with the most complicated messages, but those that have created the strongest
associations in consumers’ minds.

Private companies can benefit from this because they often have more freedom to maintain a
consistent message over time.

This does not mean every private company automatically creates a stronger brand. Many
privately held businesses remain unknown despite significant valuations. A company still needs
strong products, effective leadership and genuine customer value.

But private ownership can remove some of the constraints that make long-term brand building
difficult. Public companies can absolutely create extraordinary brands; Nvidia is a perfect example.

The company has become one of the defining technology brands of the artificial intelligence era.
Its GPUs have become synonymous with AI infrastructure, and its leadership has positioned
Nvidia as a central player in the future of computing.

However, Nvidia’s public identity exists alongside constant discussion of market capitalization,
stock performance, valuation and earnings expectations. Those factors are not
distractions — they are fundamental parts of being a publicly traded company.

The difference is that public companies rarely control the entire conversation around their brand.
Financial markets inevitably become part of the story.

The next competitive advantage may be narrative control

The growth of private markets has given companies more choices about how they scale.
According to research from McKinsey, private market assets under management have grown
dramatically
over the past two decades, surpassing $10 trillion globally. That growth has
allowed more companies to delay public listings and continue operating with private capital.
For founders, that creates a strategic decision.

Going public can provide enormous benefits. But staying private can offer something
increasingly valuable: control over how a company is understood.

The companies that succeed in the next decade will not necessarily be those that communicate
the most. They will be the ones that build the clearest and most consistent identity.

Public companies must balance the expectations of customers, employees and shareholders.
Private companies still answer to investors, but they often have more freedom to decide which
audience comes first.

In a world where attention is scarce and technology is making competition more intense, that
freedom may become one of the most underrated advantages in business. The biggest branding advantage of remaining private may not be avoiding Wall Street. It may be the ability to decide what story the world hears.



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Different Marketing Channels Need Different Playbooks. Customer Interviews Can Help You Create Them.

Different Marketing Channels Need Different Playbooks. Customer Interviews Can Help You Create Them.


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Mindset varies by channel. The same buyer behaves differently depending on where you reach them. Customer interviews can reveal these mindset differences.
  • Use interviews to improve the message, not just the channel. Interviews reveal how buyers describe their problems and which claims they trust or dismiss, which makes for better messaging.
  • Customer acquisition doesn’t end when somebody visits your website. Interviews should uncover what buyers need to see, learn or believe before taking the next step.

Marketers spend a lot of time deciding where to find customers. Should we invest more in Google Ads? Build our presence on LinkedIn? Publish SEO content? Participate in Reddit communities? Sponsor newsletters? Create an Amazon book?

Those are important questions. But there is another question that can have an even bigger impact on your customer acquisition strategy: What is going through your buyer’s mind when they use each of those channels?

The same person can behave very differently depending on where you encounter them.

Someone searching Google for “best payroll software for small businesses” is in a different mindset from someone scrolling LinkedIn between meetings. Someone asking for recommendations in a Reddit community may have different expectations than someone reading reviews on Amazon.

Yet companies often take one value proposition and distribute versions of it across every channel. Customer interviews can help you do something better.

Instead of using interviews only to create buyer personas or collect quotes, you can use them to understand how customers discover, research and evaluate solutions across different environments. Those insights can then improve everything from channel selection and ad creative to landing pages, nurture sequences and conversion playbooks.

Understand the mindset behind each channel

Different channels tend to appear at different moments in the buying process. Customer interviews can help you understand those moments.

Ask customers who discovered you through paid or organic search what problem they were actively trying to solve. Search often reflects existing intent, so your messaging may need to answer a relatively specific question quickly.

If customers found you through social media, ask why they stopped scrolling. What made the topic relevant? What kinds of posts normally get their attention? What would they have ignored?

The buyer may not have been actively shopping at all. Your job on social may therefore be less about explaining your product and more about helping the buyer recognize a problem.

Communities such as Reddit can produce another type of insight. Ask customers whether they use Reddit, Slack groups, professional communities or forums when researching products. Find out what they ask there and, importantly, why they trust those environments.

You may hear something like, “I wanted to know what people actually use rather than what vendors say they use.” That should influence your marketing.

A polished company message that performs well on your website might perform badly on Reddit. In a community built around peer advice, detailed examples, transparent tradeoffs and customer evidence may be far more persuasive than polished promotional copy.

By way of another example, even Amazon can tell you something about acquisition. For some buyers, books are research tools. An executive might search Amazon for books about product-led growth, cybersecurity, leadership or sales before they ever search for software.

If your interviews reveal that your target buyers regularly consume books to solve problems, publishing a useful book could become an acquisition channel in its own right.

The goal is to understand where your customers already go when they experience the problems you solve.

Use interviews to improve the message, not just the channel

Knowing where customers spend time is only the beginning. Interviews can also tell you what to say once you reach them.

Pay close attention to the words customers use to describe the original problem. A marketing team might call something “revenue intelligence.” A customer might say, “We didn’t know why deals kept getting stuck.” The second phrase may make better ad copy. You can also ask what originally got the customer’s attention.

Show interviewees examples of headlines, ads or messages. Ask which ones they would click and which they would ignore. Don’t simply ask whether they “like” an advertisement. Ask them to explain their reaction.

Yo

Maybe a buyer immediately dismisses claims such as “increase revenue by 30%” because they sound unrealistic. Another might respond strongly to an ad showing a familiar problem because it signals that the company understands their situation.

Those patterns can influence your creative strategy across channels.

Follow the buyer beyond the click

Customer acquisition doesn’t end when somebody visits your website. You also need to understand what buyers need to see, learn or believe before taking the next step.

Interview customers about what happened after they clicked an ad, found an article or heard about your company.

What did they look for on the website? What questions did they still have? What nearly stopped them from requesting a demo or starting a trial? Who else became involved? What information did they send to colleagues? What gave them enough confidence to continue?

Imagine interviews reveal that buyers coming from paid search usually compare three vendors immediately after clicking an ad. Your landing page might need a comparison section, customer evidence and clear differentiation much earlier.

Meanwhile, someone discovering you through LinkedIn may know almost nothing about the category. Sending that buyer directly to a demo request could be premature. A guide, case study, webinar or email sequence might work better.

That is how customer research starts shaping your conversion playbook, not merely your acquisition message. Different channels can require different journeys.

Turn interviews into channel-specific acquisition playbooks

After several interviews, organize what you hear by acquisition source.

For each important channel, map the customer’s typical situation when they encounter you, what they are trying to accomplish, the questions they have, the language they use, what earns their attention, what creates skepticism and what they need before moving forward.

Then build the acquisition experience around those insights.

  • Your Google campaign might lead with a specific problem and move quickly into product proof.
  • Your LinkedIn strategy might focus on helping buyers recognize the problem before introducing your solution.
  • Your Reddit strategy might emphasize useful answers, customer experiences and transparent recommendations.
  • Your email sequence might address the questions customers consistently ask between initial interest and purchase.
  • Your sales team might receive a different conversation framework depending on what brought the prospect into the funnel.

Instead of one generic acquisition machine, you develop several connected playbooks built around real buyer behavior.

Stop guessing what buyers will respond to

There will always be experimentation in marketing. You will still test headlines, channels, offers, creative and conversion paths. The difference is what happens before the test.

Without customer understanding, experimentation can become a sequence of guesses: try another ad, publish another article, rewrite the homepage or add another nurture sequence.

Customer interviews give those experiments a stronger starting point. They help you understand where buyers go, what they are trying to accomplish when they get there, what catches their attention and what they need before taking the next step.

The result is a better customer acquisition strategy — one built around how your customers actually buy.

Key Takeaways

  • Mindset varies by channel. The same buyer behaves differently depending on where you reach them. Customer interviews can reveal these mindset differences.
  • Use interviews to improve the message, not just the channel. Interviews reveal how buyers describe their problems and which claims they trust or dismiss, which makes for better messaging.
  • Customer acquisition doesn’t end when somebody visits your website. Interviews should uncover what buyers need to see, learn or believe before taking the next step.

Marketers spend a lot of time deciding where to find customers. Should we invest more in Google Ads? Build our presence on LinkedIn? Publish SEO content? Participate in Reddit communities? Sponsor newsletters? Create an Amazon book?

Those are important questions. But there is another question that can have an even bigger impact on your customer acquisition strategy: What is going through your buyer’s mind when they use each of those channels?

The same person can behave very differently depending on where you encounter them.



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Universities Are Cutting Costs. What Are Students Losing?

Universities Are Cutting Costs. What Are Students Losing?


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Budget cuts threaten academic programs and student services.
  • Staff reductions increase pressure on remaining employees.u003cbru003eu003cbru003e

Budget cuts are making headlines across U.S. higher education. Colleges and universities are announcing layoffs, freezing hiring, reducing operating expenses and reconsidering academic programs. In 2025 alone, Inside Higher Ed tracked more than 9,000 job cuts and buyouts across the sector, with the actual number likely higher.

What’s driving these decisions? There is no single explanation. Declining international student enrollment, reduced state funding, uncertainty around federal funding, rising operating costs and growing demand for financial aid are creating financial pressures across institutions. And the impact goes well beyond university budgets. Faculty and staff face job losses and heavier workloads, while students risk losing access to academic programs, courses and essential campus services.

Recent decisions across the country illustrate the scale of these challenges. In February 2026, the University of North Texas announced a projected $45 million budget deficit, citing declining international graduate enrollment and a $32 million reduction in state funding for instruction and operations. By March, the university had announced plans to eliminate or consolidate more than 70 academic programs, minors and certificates.

East Carolina University is taking similar measures. In September 2026, the university outlined plans for another $8.5 million in budget cuts as part of a three-year effort to reduce expenses by $25 million. Having already identified 44 academic programs for discontinuation earlier in the year, the university is now reviewing additional academic offerings and restructuring administrative operations. The decisions follow years of enrollment pressure, declining tuition revenue and rising operating costs.

Private universities are facing similar pressures. DePaul University reduced its workforce by 114 employees in December 2025 amid falling international graduate enrollment, increased demand for financial aid and rising employee benefit costs. Meanwhile, the University of Pennsylvania announced expenditure reductions across its schools and administrative units for FY2027, citing federal policy changes and rising institutional expenses.

Although these institutions face different financial challenges, their decisions raise a larger question: Are budget cuts really a new phenomenon in American higher education? Universities have navigated economic downturns and funding challenges before. What deserves closer examination is how today’s financial pressures compare with those of the past, what has changed and how institutions can build greater financial resilience without compromising educational quality or the student experience.

The ripple effects of budget cuts across higher education

The immediate benefit of reducing expenditure is clear, but the longer-term consequences are harder to measure. Decisions made to balance an annual budget can influence academic opportunities, employee retention, research activity and an institution’s ability to serve students for years to come.

A January 2026 survey by the American Council on Education (ACE), involving 386 senior higher education leaders, provides a clearer picture of the scale. Some 53% reported budgetary adjustments, including cuts to research or student support. Another 30% reported staff furloughs or hiring freezes, while approximately one-quarter reported academic program closures or mergers. These findings reflect institutions’ responses to fiscal constraints and federal funding uncertainty.

Budget cuts are reshaping academic offerings and limiting student access 

Academic programs are increasingly coming under scrutiny as universities reassess which offerings they can afford to maintain. In the American Council on Education’s January 2026 survey, approximately one-quarter of the 386 senior higher education leaders surveyed reported program closures or mergers in response to fiscal constraints or federal funding uncertainty.

The financial reasoning is understandable. Programs with declining enrollment can become expensive to maintain, particularly when they require specialized faculty, facilities and equipment. Yet enrollment and operating costs alone cannot capture a program’s full academic value. Some smaller departments contribute to interdisciplinary education, serve specialized professions or provide opportunities that students may struggle to find elsewhere.

The consequences become more complicated for students who are already enrolled. Discontinuing a program requires institutions to consider how existing students will complete their degrees, whether required courses will remain available and whether alternative programs can accommodate them. Students may face additional expenses or changes to their graduation plans if they need to transfer or relocate.

Geography also matters. A campus or program closure in a major metropolitan area may leave students with several nearby alternatives. Those attending regional institutions, particularly students with employment or family commitments, may have considerably fewer options.

There is a longer-term dimension as well. The American Academy of Arts and Sciences’ 2024 humanities research found that degrees awarded in most humanities disciplines had declined by more than 25% over the preceding 15 years, alongside department and program closures. Although declining degree awards do not necessarily mean fewer academic programs, the findings illustrate the sustained enrollment challenges facing certain disciplines.

Not every academic program can or should be maintained indefinitely. Universities need the flexibility to respond to changing student demand and allocate resources responsibly. The more difficult question is how to achieve those savings without unnecessarily restricting educational access or weakening academic offerings that remain valuable to students and their communities.

Faculty and staff reductions

For most universities, employees represent a substantial portion of operating expenses. Reducing headcount can therefore deliver meaningful savings, but the resulting changes in institutional capacity deserve equal consideration.

Stanford University reported in June 2026 that its administrative and auxiliary staff headcount had declined by 7.4% since August 2024. It also maintained a hiring freeze for positions supported by general university funds. The university identified rising labor and healthcare costs as contributors to its longer-term financial challenges.

The implications go beyond the number of positions eliminated. Fewer employees can mean longer turnaround times, additional responsibilities for remaining staff and reduced capacity to introduce new initiatives. Universities must therefore consider not only how much they save through workforce reductions, but also whether their existing teams can maintain the same standard of service with fewer resources.

Budget cuts strain student services and slow AI adoption

Administrative departments and student-support teams are often expected to maintain the same level of service with fewer resources. Yet functions such as admissions, financial aid, academic advising and IT directly influence how efficiently universities operate and how effectively they support students throughout their academic journey.

Penn State’s 2025–26 budget illustrates this challenge. The university allocated $29 million in reductions to administrative and student-support units, compared with $11 million for its University Park academic colleges. The decision was intended to reduce the financial burden on academic units while helping balance the university’s budget.

However, operational responsibilities do not necessarily decline when departmental budgets shrink. Applications still need to be reviewed, financial aid must be processed and students continue to expect timely assistance. Without corresponding improvements in efficiency, smaller budgets can lead to longer processing times, administrative backlogs and increased workloads for employees.

Technology could help address some of these challenges, but financial limitations are also restricting universities’ ability to invest in it. According to EDMO’s State of Automation in Admissions Report 2026, 65% of the 40 higher education leaders surveyed identified budget constraints as the biggest barrier to AI adoption. While the findings are directional rather than representative of the entire sector, they highlight an important challenge: universities may struggle to fund the very technologies that could help them operate more efficiently.

This creates a difficult cycle. As resources become scarce, institutions may postpone investments in automation and continue relying on labor-intensive processes, even as their administrative teams shrink. For university leaders, the question is not simply where to reduce spending, but how to prioritize investments that can deliver measurable efficiency gains without compromising the quality of student services.

Budget cuts are not a new phenomenon in higher education. Universities have navigated economic downturns, funding reductions and enrollment challenges for decades. What makes the current situation particularly challenging is the combination of financial uncertainty, shifting student demographics, rising operating costs and growing expectations for student support.

While reducing expenditure may provide immediate financial relief, universities must also consider the long-term implications of their decisions. Eliminating academic programs, reducing staff and postponing technology investments may help balance today’s budgets but could limit their ability to serve students effectively in the future.

The real challenge for higher education leaders is not simply deciding where to cut costs, but identifying where resources can deliver the greatest long-term value. Financial sustainability should not come at the expense of the educational quality, accessibility and institutional capacity that universities are working to preserve.

Key Takeaways

  • Budget cuts threaten academic programs and student services.
  • Staff reductions increase pressure on remaining employees.u003cbru003eu003cbru003e

Budget cuts are making headlines across U.S. higher education. Colleges and universities are announcing layoffs, freezing hiring, reducing operating expenses and reconsidering academic programs. In 2025 alone, Inside Higher Ed tracked more than 9,000 job cuts and buyouts across the sector, with the actual number likely higher.

What’s driving these decisions? There is no single explanation. Declining international student enrollment, reduced state funding, uncertainty around federal funding, rising operating costs and growing demand for financial aid are creating financial pressures across institutions. And the impact goes well beyond university budgets. Faculty and staff face job losses and heavier workloads, while students risk losing access to academic programs, courses and essential campus services.

Recent decisions across the country illustrate the scale of these challenges. In February 2026, the University of North Texas announced a projected $45 million budget deficit, citing declining international graduate enrollment and a $32 million reduction in state funding for instruction and operations. By March, the university had announced plans to eliminate or consolidate more than 70 academic programs, minors and certificates.



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Siblings Indicted in  Million Franchise Supplier Scheme

Siblings Indicted in $80 Million Franchise Supplier Scheme


Call it the Great Subway Robbery. Prosecutors say the woman buying supplies for Subway owners and her brother pocketed millions in kickbacks.

A federal grand jury has indicted Janet Risi Field, 66, and her brother Steven Louis Risi, 70, in a scheme that allegedly cost Subway franchisees more than $80 million, according to NBC 6 South Florida. Risi Field founded Independent Purchasing Cooperative, the nonprofit that negotiates supply deals for Subway franchisees, and ran it from 1996 to 2021. Its whole job was getting owners the lowest prices.

But prosecutors say Risi Field cut secret deals with vendor brokers who shared a slice of their contract profits with her. Shell companies allegedly collected more than $60 million. The money reportedly paid for homes in Florida and North Carolina, jewelry and private clubs. A slush fund even covered her personal assistant, housekeeper and handyman.

When IPC’s board fired her in 2021 for unrelated reasons, it had no idea about the scam. She walked away with more than $6 million in severance. The siblings face up to 20 years in prison. Subway isn’t named in the indictment. Instead, prosecutors call the restaurant company “an American multinational fast-food chain that specialized in submarine sandwiches and had over 20,000 locations in North America.” 

For a list of the best, most trusted franchise suppliers, see Entrepreneur’s Top Franchise Suppliers of 2026.



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5 Magic Phrases to Be More Likable

5 Magic Phrases to Be More Likable


Opinions expressed by Entrepreneur contributors are their own.

Some people are natural conversationalists. I’m not one of them. 

Like many people, I’ve always felt awkward in conversation. That’s especially hard as an entrepreneur, where talking to people is half the job. Good conversations can drive our businesses and relationships. We like to buy from, work with, and collaborate with people who are easy to talk to. 

That’s why I spent the past two decades studying the patterns of master conversationalists for my latest book, Conversation: How to Connect with Anyone & Make Every Interaction Count. I learned that people who come off as instantly likable use certain phrases over and over again to build rapport. Now I’m passing those phrases along so that you can use them in team meetings, investor calls, and client sessions to make your small talk infinitely better. 

The phrases involve compliments and moments of connection, so only use them if they feel authentic. Never fake it. Here are five to try. 

1. ‘I was just thinking about you!’ 

Everyone likes to be remembered. So telling someone, “I was just thinking of you!” immediately sparks connection. For example, I wanted to check in with a certain VIP but wasn’t sure how. She had been on my mind, so I just reached out and told her exactly that. Here’s what I sent: 

→ Subject: I was just thinking about you! I stopped by the pier this weekend and stumbled upon the national skimboarding competition! Of course, it made me think of you. Did you ever end up designing your own board? I took a video of the winning skim, attached. Incredible, right? 

She immediately wrote back raving about the video I sent and attached a picture of the skimboard she had designed. It triggered a request for a catch-up call, then a taco breakfast, and then an invite to speak at her company’s corporate retreat. 

This is a powerful phrase you can use absolutely anywhere. For example: 

→ If someone pops into your head, text them: “Hey! I was just thinking of you and wanted to check in. Anything new and exciting?” 

→ If you see something that reminds you of someone in your life, share it with them and say, “I just saw this amazing [blank], and it made me think of you!” 

→ If you need to reach out to someone, say, “Long time no talk. Someone recently mentioned a [blank], and, of course, I thought of you.” 

These are casual, immediately put someone at ease by reminding them they are top of mind, and make them feel good. Magic. 

2. ‘Tell me more!’

The research is clear: Asking people questions, especially follow-up questions, makes you more likable. It shows that you’re engaged, responsive, and genuinely interested. 

And here’s the simplest follow-up of all: Just say, “Tell me more!” 

For example, I once visited the emergency room for very bad food poisoning. (I was fine, but I’ll never eat scallops again.) My nurse seemed grumpy, but I was very grateful for her help and wanted her to feel appreciated. I noticed a little pin above her name badge, so I asked, “Is that a pin for Mellow Velo? I just walked by there last week. It’s a bike spot, right?” 

She brightened. “Yes! I’m an avid biker and I’m helping them organize a big bike ride for families.” I was tired and wasn’t sure what to say next. I also don’t know how to ride a bike (true, and embarrassing). So I just said, “Tell me more!” 

Then off she went, telling me about their great local initiatives. She spent far longer in my room and stopped by frequently to check on me (once with a warm blanket!). 

Here’s an advanced way to use this question. Let’s say someone is mid-story at a networking event or group dinner, and they get interrupted. The waiter arrives, someone asks for the salt, and the conversation shifts. The person might never get to finish their story — unless you say, “You were saying something so interesting. Please tell me more!” They’ll love you forever. 

3. ‘Last time we were talking, you mentioned…’ 

Want to become effortlessly likable with someone you’ve met before? Just say: “Last time we were talking, you mentioned…” paired with something that lit them up the last time you talked. 

For example, you could say: “Last time we spoke, you mentioned you were going to Greece on vacation. How was that?” Or ask about the big project they mentioned, or a show you both love. 

This packs a powerful emotional punch. It shows that you pay attention, have a good memory, and consider them worthy of being memorable. 

In fact, this is how Earvin “Magic” Johnson first impressed the woman who became his wife, Cookie. They attended a Michigan State University party. Shortly after, Magic showed up at her dorm room with a carefully selected surprise — yellow roses, because she had mentioned she likes yellow. It was, she said, the “sweetest thing any guy who’d ever showed romantic interest in me had done.” 

4. ‘Same here!’ 

Research consistently shows: We like people who are like us. We’re more likely to start conversations online with people whose profiles show shared interests. Teams collaborate better when members have shared interests. And we’re even more likely to be persuaded by someone we can relate to. 

This is why, at the start of a negotiation or meeting, it can be valuable to highlight mutual likes — to make someone say, “Same here!” The common ground can be as simple as your age, hometown, or background. 

I discovered this myself in 2025, when I got an unexpected email from Khloé Kardashian’s team. They said she’s a fan of my work(!) and wanted me on her podcast. I’d never met someone so famous, and I was terrified of the small talk we’d have before the interview. So I made a list of things we have in common to spark “same here!” moments — like how we both attended all-girls schools and we both have two kids. I told her these when we met, and it was like activating instant bestie mode. Suddenly, everything flowed. When our recording was done, she told me, “I didn’t want that to end.” 

That’s the power of “same here!” energy. It isn’t just chemistry. It’s psychology. 

5. ‘You’re so…!’ 

What makes someone instantly likable? You might think it’s charm or cleverness. But often, it’s this: making others feel valued. 

In every conversation, people are quietly wondering, Am I being boring? Am I doing well? Do they like me? Your job is to answer those questions before they’re asked. Humans love to be validated for who they are, not just what they do. Frequently. Don’t assume you’ve said it before, or that someone knows how valued they are. We can almost never receive too much validation if it’s genuine. 

Doing so is simple. If you appreciate something about someone, tell them! Just say: “You’re so…” then you can highlight their humor, charisma, or even punctuality. 

In fact, this is how legendary fashion designer Cristóbal Balenciaga got his start. He grew up poor and shy in a small Basque fishing village. Every Sunday, he’d catch glimpses of the town’s fashionable Marquesa de Casa Torres descending the church steps in her couture. One morning, unable to contain himself, he exclaimed: “How elegant you are!” (In other words: You’re so elegant.) 

That stopped her in her tracks. She asked Balenciaga about his eye for fashion and discovered his love for style. A few days later, she handed him the dress he had admired so much and asked him to copy it. He did. A career was born. 

Positive labels help people see themselves in a new light. And when you give someone a label they want to embody, they often rise to it. NOW I CHALLENGE YOU: Use one of these five phrases in your next conversation. And watch how quickly your connection with them improves.   

From CONVERSATION: How to Connect with Anyone & Make Every Interaction Count by Vanessa Van Edwards, published on October 6, 2026, by Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House, LLC. ©2026 by Vanessa Van Edwards

Some people are natural conversationalists. I’m not one of them. 

Like many people, I’ve always felt awkward in conversation. That’s especially hard as an entrepreneur, where talking to people is half the job. Good conversations can drive our businesses and relationships. We like to buy from, work with, and collaborate with people who are easy to talk to. 

That’s why I spent the past two decades studying the patterns of master conversationalists for my latest book, Conversation: How to Connect with Anyone & Make Every Interaction Count. I learned that people who come off as instantly likable use certain phrases over and over again to build rapport. Now I’m passing those phrases along so that you can use them in team meetings, investor calls, and client sessions to make your small talk infinitely better. 



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5 Books That Redefine Success Beyond the Hustle

5 Books That Redefine Success Beyond the Hustle


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Standard hustle-culture advice promotes the idea that how hard you grind measures your success, but leaders today show that success can be measured by sustainability and fulfillment.
  • A growing number of authors have shared new perspectives on success.
  • Other valuable forms of success authors share, such as finding purposeful meaning and building lifelong relationships, are what make their lives and careers feel worthwhile.

What does success look like? Hustle culture would say put in more grit, grind things out, and you’ll succeed. But that view can feel outdated. And honestly, the “work harder, and everything will be fine” mantra has been difficult from day one. 

Success doesn’t have to mean working harder. It doesn’t have to mean climbing higher on that corporate ladder. You don’t need to constantly chase the next milestone. 

Technology was supposed to make life easier. Workdays should be shorter by now. Instead, it created a warped view of success defined by endless hustle and acceleration.

The solution? To redefine success itself. Here are five books that challenge what the key elements of success look like. They break away from hustle culture and explore a more intentional approach to achievement, built around freedom, fulfillment, purpose, and knowing when enough is truly enough.

1. Brian Herriot — Time Freedom: Rethink Your Work and Money to Create a Life You Love Now

While hustle can be lucrative, it has the opposite effect on the great equalizer: time. Everyone has limited time, and buying into the hustle lifestyle can leave you with less.

That’s where Time Freedom: Rethink Your Work and Money to Create a Life You Love Now comes in. Fresh off the press from Page Two Books, the book captures Brian Herriot’s thoughts on balancing time and money. Herriot is an author, speaker, business coach, and financial advisor. He understands money as the fuel for life’s engine. But he also knows money is a means to an end, not the end itself.

Time Freedom starts reclaiming balance by redefining financial freedom. Instead of treating it as a finish line, it shifts the goalposts entirely. The new goal for a balanced life? Time freedom. 

This book is about reclaiming time while maintaining flexibility. It doesn’t abandon responsibility, but puts it in its place. You’ll feel empowered to design your days around your own values, not the corporate code signing your paychecks. If the endless hustle has you struggling to find the time, this is a useful place to start rethinking what a more balanced version of success could look like.

2. Scott Galloway — The Algebra of Happiness

If you’re struggling with what success looks like, here’s a question for you: What’s the formula for a life well lived? Author Scott Galloway explores that question in his book The Algebra of Happiness: Notes on the Pursuit of Success, Love, and Meaning. 

Galloway compares key concepts, like a lucrative career versus a meaningful one. He assesses the metrics of work-life balance and considers how relationships impact life. 

If you’re expecting a hollow “don’t worry, be happy” gospel with this one, think again. Galloway is as grounded a person as you’ll get to know through text. He’s known for his direct insights and practical perspective, reflected in his candid, first-person writing style.

He also knows what it means to succeed. He’s a serial entrepreneur who has launched 12 different firms. He teaches brand strategy and digital marketing at New York University’s Stern School of Business and was named one of the “World’s 50 Best Business School Professors” in 2012. 

Galloway knows what it means to succeed. He just doesn’t believe that it has to be mutually exclusive from finding happiness. 

3. Mandy Balak — Chasing Enough

Another title from Page Two Books worth considering is Mandy Balak’s Chasing Enough: The High Achiever’s Guide to Sustainable Success, an ideal entry if you’re trying to get out of overperformance mode.

The hustle is all about relentless pushing. Never stop. Keep going. At a certain point, though, you have to admit that you’re a finite human being. How do you slow down and not collapse? How do you maintain success and stop flipping between flying high and burning out?

In Chasing Enough, Balak addresses the endless demands of hustle culture head-on. From disintegrating workplace boundaries to an endless barrage of notifications in your pocket, Balak calls out modern life for what it is: an endless cycle of raising the bar “a little bit higher.” 

As an award-winning entrepreneur and leadership advisor, Balak steps back and introduces a refreshingly honest, psychologically new metric for success: pursuing wholeness. The message at the heart of her book? 

Earning your worth through effort is a myth. Stop believing it.

For Balak, you can’t productivity-hack your way to sustainable success. You have to balance out the hustle with the ignored (but critical) stuff. Things like rest, boundaries, presence, and curiosity. If you struggle to slow down and see the value in things outside of the hustle lifestyle, this is where you need to start.

4. Tonya Dalton — The Joy of Missing Out

Who better to help manage success in a hustle-driven world than a CEO who doubles as a productivity expert? But Tonya Dalton doesn’t use her experience and executive power to drive herself or her people harder. She uses it to gain perspective. 

That’s what she explores in The Joy of Missing Out: Live More by Doing Less. In it, Dalton makes a critical distinction: feeling overwhelmed often isn’t about having too much to do. It’s about failing to see the starting line. 

Dalton’s solution? Do less. Pare things down. Identify what’s important, then cut what you don’t. 

That is what brings clarity. It unleashes real, high-quality productivity. It helps you order priorities instead of chasing every opportunity or taking on every obligation. In short, it helps you discover your purpose outside of the hustle.

5. Viktor E. Frankl — Man’s Search for Meaning

Finally, there’s Viktor E. Frankl’s bestseller Man’s Search for Meaning. Yes, this book is often included on book lists for good reason. The bestseller has sold over 18 million copies over the past two decades for a reason. In it, Frankl uncovers what it really means to find your purpose. (Hint: it isn’t by hustling harder.)

In the book, Frankl looks at success in life through the lens of meaning. If you know your “why,” you can handle the “how” in almost any situation. 

Frankl’s psychological theory around purpose is called logotherapy, rooted in the Greek word for meaning. It moves away from pleasure as humanity’s core driver (a concept hustle culture rewards profusely). Instead, the author presents the drive to discover and pursue meaning as the main driver of success in life.

The book doesn’t deny life’s resistance. It acknowledges that obstacles are always in the way. But beneath it all, real resilience and sustained success come from understanding that the most significant part of life isn’t money, achievement, or material success. It’s the act of living.

Finding success outside of hustle culture

Hustle culture isn’t sustainable. One of the reasons it fades as you get further into your career is that it becomes obvious that burning hotter than the next person isn’t a sustainable path to success — and the further you get into life, the clearer it is that sustainability is more important than intensity. 

If you want to find real success, you have to think outside of the hustle. These five books will help you break the cycle of intensity and replace it with a definition of success that is more rewarding than anything hustle culture can ever produce on its own.

Key Takeaways

  • Standard hustle-culture advice promotes the idea that how hard you grind measures your success, but leaders today show that success can be measured by sustainability and fulfillment.
  • A growing number of authors have shared new perspectives on success.
  • Other valuable forms of success authors share, such as finding purposeful meaning and building lifelong relationships, are what make their lives and careers feel worthwhile.

What does success look like? Hustle culture would say put in more grit, grind things out, and you’ll succeed. But that view can feel outdated. And honestly, the “work harder, and everything will be fine” mantra has been difficult from day one. 

Success doesn’t have to mean working harder. It doesn’t have to mean climbing higher on that corporate ladder. You don’t need to constantly chase the next milestone. 

Technology was supposed to make life easier. Workdays should be shorter by now. Instead, it created a warped view of success defined by endless hustle and acceleration.



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AI Is Changing the Game for Creators. Are You Keeping Up?

AI Is Changing the Game for Creators. Are You Keeping Up?


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • AI is helping creators turn ideas into prototypes and businesses without waiting for someone else to build them.
  • The bigger opportunity isn’t to work faster, but to rethink how we create and what our workspaces should look like.
  • As storytelling, product development and marketing come together, entrepreneurs can test more ideas with fewer resources.

A few years ago, I wrote an article exploring something I have always found fascinating: how writers, filmmakers and producers have repeatedly imagined technologies decades before they actually existed. From holograms and intelligent machines to futuristic interfaces and robots, entertainment has often created the fictional blueprint that technology entrepreneurs, scientists and engineers subsequently turned into reality.

At the time, I was looking at this from the perspective of the filmmaker and technology innovator, and how closely these two worlds have always been connected. What I find even more exciting today is that the relationship is changing. We are moving into a period where the creator does not necessarily have to wait for somebody else to build the technology they have imagined. We are increasingly able to imagine it, tell the story around it, visualize it, prototype it, develop it, market it and put it in front of an audience ourselves. That’s an extraordinary shift.

Creators no longer have to wait for builders

For generations, the filmmaker could imagine the future but had to fake it. We created props, sets, visual effects and computer-generated environments to show audiences things that did not yet exist. We would create a fictional product for a film or television series and make it look real enough for the audience to believe it existed. Sometimes, those fictional ideas would ultimately inspire somebody to go away and build the real thing.

Today, the same creator can potentially take that fictional idea and start building the real thing.

We can tell the story, develop the concept, generate the visual identity, create the first prototype, rapidly iterate it, test it with an audience and use social media to distribute the story and potentially generate sales. The creator can sit at the center of an entire ecosystem that previously required multiple companies, departments and specialists. And I think we are only beginning to understand what that means.

We are living through one of the most exciting periods in history for anybody who considers themselves a creator, entrepreneur, inventor, filmmaker, designer or simply somebody with an idea that they want to bring to life. The tools are becoming increasingly accessible, the cost of experimentation is falling and the ability to reach a global audience has never been greater.

New technology needs a new workspace

Yet something slightly strange is happening. Most of us are still working in almost exactly the same way we did before all of this technology arrived.

We are sitting at a desk looking at a screen, opening documents, spreadsheets, presentations and browser windows, moving information around a two-dimensional workspace. We have added AI into that environment, but in many cases, we are still using it in a fundamentally two-dimensional way.

I find this particularly interesting because I studied architecture at university. We would design buildings and spaces in three dimensions, but much of the actual creative process happened on a two-dimensional drawing board. We were trying to represent a three-dimensional world on a flat piece of paper. Even our 3D drawings were ultimately being created on a 2D surface.

I believe the next evolution of work will be very different.

We are going to have to start thinking much more multilaterally rather than simply horizontally across a screen. Our work environments are going to become increasingly visual, spatial and interactive, with three-dimensional models, heads-up displays, holographic interfaces, projection mapping, augmented reality, mixed reality and other technologies becoming increasingly integrated into how we create and communicate.

For anyone who has watched “Minority Report”, there is a reason that futuristic working environments have always looked so compelling. The idea was never really about having a bigger computer screen. It was about changing the relationship between humans and information so that information could exist around us rather than being trapped inside a rectangle sitting on a desk.

We are now beginning to have the technology to make elements of that vision possible.

AI will be an important part of that transition because it is not simply another piece of software. It is increasingly becoming an interface between our ideas and the things we want to create. It can work with words, images, video, audio, data, code and increasingly complex combinations of all of them. The more these capabilities converge, the less sense it makes to think of our work as a sequence of separate tasks performed in separate applications.

And the data suggests we are still extremely early in this transformation. Microsoft’s 2026 Work Trend Index found that 66% of AI users surveyed say AI has allowed them to spend more time on high-value work, while 58% say it is enabling them to produce work they could not have produced a year earlier. At the same time, McKinsey’s latest State of AI research found that 88% of respondents say their organizations are regularly using AI in at least one business function, yet most organizations are still experimenting or piloting rather than scaling these technologies throughout the business. That gap is fascinating.

The technology is moving incredibly quickly, but the way we work has not yet caught up. We’re effectively putting incredibly powerful new machinery into an old factory.

I don’t think the opportunity is simply to use AI to make our existing jobs faster. The much bigger opportunity is to rethink what the job actually is, how we work, how we create and even what the workspace itself should look like.

From an idea to a business

Imagine an entrepreneur who has an idea for a new product. Traditionally, they might need to write a business plan, find a designer, brief a product developer, commission prototypes, approach manufacturers, build a website, hire a marketing agency and then spend money trying to get the product in front of customers.

Now the same entrepreneur can begin telling the story of that product immediately. They can create visual concepts, explore different designs, develop a prototype, generate marketing material, build a community around the idea and use the extraordinary distribution power of social media to find out whether people actually want it.

That does not mean every idea will become a successful business. It means we can experiment with far more ideas, far more quickly. that’s where I think the real excitement lies.

We’re moving towards a world where storytelling, innovation, product development and marketing are no longer necessarily separate disciplines. They can become part of one continuous creative process.

This is particularly exciting to me because it brings us back to where we started with film and television.

For decades, filmmakers have been creating visions of the future. We have imagined flying cars, intelligent computers, holographic interfaces, robots, virtual worlds and machines that can interact with humans in ways that once seemed completely impossible. We built those things as fictional objects because the technology was not yet available to build them for real.

Now the creator has increasingly powerful tools to move from the fictional version to the experimental version. That’s a very different world, and one we should embrace.

There is, understandably, plenty of fear surrounding AI. There are serious questions around jobs, misinformation, privacy, intellectual property and the way these technologies will affect society. We should absolutely be having those conversations.

But we need to remember that technological evolution has always created new possibilities alongside the disruption it causes. The internet did not simply destroy old business models; it created entirely new industries. Smartphones did not simply replace existing devices; they created an ecosystem that nobody could have fully predicted. Social media did not simply change advertising; it created entirely new categories of creator and entrepreneur.

AI has the potential to do something similar, but perhaps on an even more fundamental level because it is increasingly becoming part of the creative process itself.

The extraordinary thing is that we don’t have to sit around waiting for the future to arrive, we can participate in creating it.

We can be the writers who imagine the technology, the filmmakers who visualize it, the entrepreneurs who develop it, the designers who prototype it and the creators who tell the world about it.

We can use AI to help us build things that previously existed only inside our heads, and then we can use the same ecosystem to put those things in front of the world. That’s why we are entering a creator’s paradise.

Not because AI is going to do everything for us, but because it is giving ordinary people access to an extraordinary range of creative and entrepreneurial capabilities. The person with the idea no longer necessarily needs to wait for somebody else to give them permission, provide the resources or build the first version.

The tools are increasingly in our hands — the question now is whether our thinking is ready to catch up.

We need to stop thinking about the workplace as a desk, a computer and a collection of software applications and start thinking about it as a creative environment that can exist across multiple dimensions.

We need to start designing our workflows around what technology can now make possible rather than forcing new technology into workflows designed decades ago. Most importantly, we need to remain curious.

If the history of film and technology has taught us anything, it is that today’s impossible idea can become tomorrow’s everyday reality. The difference now is that we don’t necessarily have to wait decades for somebody else to build it.

Key Takeaways

  • AI is helping creators turn ideas into prototypes and businesses without waiting for someone else to build them.
  • The bigger opportunity isn’t to work faster, but to rethink how we create and what our workspaces should look like.
  • As storytelling, product development and marketing come together, entrepreneurs can test more ideas with fewer resources.

A few years ago, I wrote an article exploring something I have always found fascinating: how writers, filmmakers and producers have repeatedly imagined technologies decades before they actually existed. From holograms and intelligent machines to futuristic interfaces and robots, entertainment has often created the fictional blueprint that technology entrepreneurs, scientists and engineers subsequently turned into reality.

At the time, I was looking at this from the perspective of the filmmaker and technology innovator, and how closely these two worlds have always been connected. What I find even more exciting today is that the relationship is changing. We are moving into a period where the creator does not necessarily have to wait for somebody else to build the technology they have imagined. We are increasingly able to imagine it, tell the story around it, visualize it, prototype it, develop it, market it and put it in front of an audience ourselves. That’s an extraordinary shift.

Creators no longer have to wait for builders

For generations, the filmmaker could imagine the future but had to fake it. We created props, sets, visual effects and computer-generated environments to show audiences things that did not yet exist. We would create a fictional product for a film or television series and make it look real enough for the audience to believe it existed. Sometimes, those fictional ideas would ultimately inspire somebody to go away and build the real thing.



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She Walked Away From a 6-Figure Amazon Job to Start a Business

She Walked Away From a 6-Figure Amazon Job to Start a Business


Key Takeaways

  • Sarina Virk Torrendell left a high-six-figure job at Amazon in September 2025 while pregnant with her third child to launch YouPop.
  • YouPop is an AI-powered system for creators that uses their cross-platform data to identify opportunities specific to them.
  • Her main founder lesson is to listen to feedback but maintain conviction in the opportunity.

When Sarina Virk Torrendell decided to leave Amazon in September 2025, she knew that the safer choice was to stay put. 

Torrendell had spent two decades building a consumer technology career. Her compensation at Amazon was in the high six figures, enough to support a family in New York City. At the time, Torrendell had two children and had just learned that she was pregnant with her third child. 

Then she quit to start YouPop, an AI startup for content creators and founders that combines all of their different ventures onto one platform.

Courtesy of Sarina Virk Torrendell
Courtesy of Sarina Virk Torrendell

Why she started YouPop

YouPop arose out of Torrendell’s conversations with content creators. She noticed a pattern. People were no longer simply posting videos or building an audience online. They were instead creating multi-platform businesses by launching courses, writing books, hosting podcasts, selling products, taking speaking engagements and landing brand deals. 

Torrendell believed that the problem was that the tools supporting those businesses were fragmented. Creators had analytics in one place, sponsorship work in another, storefronts somewhere else.

That insight became YouPop, the startup Torrendell describes as an “intelligence layer” for modern content creators. The company aims to help creators make more informed decisions about what to build, sell and prioritize to make more money.

“There is just a massive opportunity ahead of us,” Torrendell tells Entrepreneur in a new interview. “We’re really setting out to build the next unicorn in this space.”

She notes that the venture “was certainly risky.” But she believed the time was right to start YouPop and that the timing mattered more than the comfort of a corporate job. 

Torrendell faced well-meaning advice from her family and friends about her decision to leave Amazon. They pointed out that a high-paying job with paid maternity leave and stability had its appeal — especially for a mother who was five months pregnant in an expensive city. 

Even Torrendell’s husband, whom she calls her biggest supporter, initially questioned if the timing made sense. 

“He was like, ‘I don’t think this is the moment to do this. Why don’t you wait until you have the baby?’” she says.

But Torrendell believed waiting could mean missing the market entirely.

She believed in herself

Torrendell did not approach the decision to leave Amazon impulsively.

She gave herself 90 days to raise the money needed to begin building YouPop. If she could not do that, she had a backup plan: return to the job market.

“I had all the scenarios mapped out,” Torrendell says. “And I also just had high conviction in myself.”

That confidence was grounded in both her experience and her network.

Torrendell’s career has put her at the center of shifts in how people buy and sell. She joined Apple in 2018, leading global App Store partner marketing before moving to Apple Pay to help expand contactless payments.

At Meta, she helped small businesses move online as the pandemic upended physical retail. She then spent about three years at Amazon working on creator partnerships and live shopping.

Those roles taught her to spot changes in consumer behavior before they became mainstream, she says. With YouPop, she is betting on the rise of creators who turn professional knowledge and audiences into multiple income streams.

Torrendell deliberately limited the fundraising process, targeting investors who understood consumer technology and the creator economy. Rather than taking every possible meeting, she estimates that she spoke with about 20 investors.

From those meetings, Torrendell raised about $1 million, enough to finance a technically ambitious first build.

After raising the funds, Torrendell moved fast. YouPop built its beta product in roughly five and a half months. To build the product, Torrendell hired employees, including a chief of staff and principal AI engineer. She created it with a trusted team of engineers and a product designer.

How YouPop works

Torrendell describes YouPop as an “agentic operating system” for creators. The AI-powered platform combines a creator’s online presence in one dashboard, then provides insights to help them grow their businesses and identify new income streams.

Torrendell gave the example of a content creator who is thinking about writing a book. If they want to decide what kind of book to write, they can go on YouPop and ask the engine. YouPop then goes into the creator’s proprietary data set from their various platforms and will say something like, “Your audience is really interested in your fundraising journey,” and mention three topics that the book could cover. 

The tool doesn’t stop there. After identifying topics, it might offer to draft or outline a book proposal.

“We’re really creating data that’s an insight layer that understands you specifically and then helps you understand what new revenue opportunities you can get as a content creator,” Torrendell says. 

The venture is still in an early stage. YouPop launched its beta in August and has not yet begun reporting revenue.

Betting on creators

YouPop plans to charge creators a fee to use the platform. Its initial growth has been heavily relationship-driven. Torrendell began with her own network of creators, then benefited from public support from investors, advisors and creators already using the platform.

Torrendell says the result is a waitlist approaching 1,000 people. The company’s biggest challenge is the technical complexity of what it is building. It isn’t easy to create a platform that can pull the most important parts of a creator’s online presence and translate them into reliable recommendations and tools. 

But Torrendell says the scale of the opportunity has surprised her, too.

She knew creators were increasingly building businesses beyond social media. What has become even more apparent is how many professionals with traditional jobs are beginning to build public expertise online and have a social media presence. 

For founders, Torrendell’s advice comes back to a balance of conviction and discipline. She says to know your competition, but avoid reacting to every rival’s funding announcement or product update. Pivot only when the market gives you a meaningful reason to do so.

“It’s very important to trust yourself and have conviction in what you’re building,” she adds. “People are going to give you their opinions without having all the context that you do. Feedback is critical for growth, but to also just really have that conviction and confidence in yourself, I think that’s what makes a really strong founder.”

Key Takeaways

  • Sarina Virk Torrendell left a high-six-figure job at Amazon in September 2025 while pregnant with her third child to launch YouPop.
  • YouPop is an AI-powered system for creators that uses their cross-platform data to identify opportunities specific to them.
  • Her main founder lesson is to listen to feedback but maintain conviction in the opportunity.

When Sarina Virk Torrendell decided to leave Amazon in September 2025, she knew that the safer choice was to stay put. 

Torrendell had spent two decades building a consumer technology career. Her compensation at Amazon was in the high six figures, enough to support a family in New York City. At the time, Torrendell had two children and had just learned that she was pregnant with her third child. 

Then she quit to start YouPop, an AI startup for content creators and founders that combines all of their different ventures onto one platform.



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