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Most companies see AI as a reason to cut staff. Walmart sees it as a reason to invest in them. The retail giant announced it will provide free AI training to all 1.6 million U.S. and Canadian employees through a partnership with Google’s AI Professional Certification program.

The push comes as new research shows just 40% of U.S. workers are using AI on the job, and only 5% qualify as “AI fluent.” Those who are AI fluent were found to be 4.5 times more likely to have received higher wages. Donna Morris, Walmart’s chief people officer, called it “unfortunate” when companies use AI to replace workers instead of training them.

Walmart’s new CEO John Furner doesn’t expect AI to trigger layoffs. “We’ll have roughly the same number of people we have today,” he told Fortune.

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Your car is a tattle tale. About 90% of new cars on the road collect detailed information on your driving behavior and tell third parties like insurance companies about your driving behavior. You agreed to it when you bought the car, even if you don’t remember doing so. The consent form was buried deep in your contract.

Philip Siefke found out the hard way. He hit his brakes hard while driving. Less than 24 hours later, Progressive already knew about it. His Toyota ratted him out to the insurer. Siefke was “pissed” and when he called to complain, a rep told him he’d agreed to share the information. Six months after buying a policy for less than $300 a month, his rate jumped to over $400.

The Federal Trade Commission warned consumers about the practice in 2024, calling cars powerful data-gobbling machines that threaten privacy and financial welfare. Last month, the FTC prohibited General Motors from selling driving data for five years—though GM paid no fine and said it had already stopped the practice a year earlier.

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Brian Anthony Moreland is the only Black lead producer currently on Broadway — a two-time Tony Award nominee who has grossed over $100 million with productions like Othello starring Denzel Washington and Jake Gyllenhaal. He joined me on How Success Happens to talk about forging a groundbreaking career in one of the most competitive industries on earth as his new show, Joe Turner’s Come and Gone, prepares to open. I’ve broken down his insights to help put your personal success in the spotlight in three, two, one!

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Three Key Insights

1. The Power of Passion-Fueled Work

Brian didn’t set out to be a producer — he set out to be a performer. It all started in third grade, when a teacher cast him as Santa Claus in a school play called Be What You Want to Be. “I can’t remember anything that happened. Once the lights went up and they came down, all I knew is that I wanted to do it again, like your favorite rollercoaster ride,” he told me. That single moment hooked him on theater for life — and eventually led him to a career managing multimillion-dollar productions. Today, his budgets range from $7.5 million to $16 million, and he manages it all with skills he learned entirely on the job — no business school required.

Takeaway: Don’t wait until you have all the credentials — pursue what moves you emotionally and trust that the skills will follow.

2. Listen First, Solve Second

When things go sideways (and in live theater, they always do), Brian’s secret weapon is deceptively simple: actually listen. He described walking onto a chaotic load-in for a touring production to find his lighting designer, sound designer, and general manager all standing in separate corners, not speaking. “I walked each one privately to one side of the room to ask them what transpired and what do they need,” he shared. The culprit? Faulty information from the incoming theater — not anyone on his team. Blame was replaced by apologies, and the show went on. His philosophy: “It’s not about the blame, it’s about the actual problem and where is it that we’re trying to go.”

Takeaway: The next time conflict erupts in your organization, resist the urge to fix things while someone is still talking — fully absorb the problem before proposing any solution.

Subscribe to the How Success Happens newsletter for more insights and inspiration.

3. Be a Vessel for the Work

Brian has spent time alongside some of the biggest names in entertainment — Denzel Washington, Jake Gyllenhaal, and now Taraji P. Henson and Cedric “The Entertainer” in the upcoming Joe Turner’s Come and Gone on Broadway this spring. When asked what he’s learned about sustained success from legends like Denzel, his answer was striking in its simplicity: “It’s about being a vessel for the art. It’s about one show, one script, one story at a time.” Brian chooses every project the same way — by how it makes him feel, never by how important he thinks it is. As he put it, “I can tell you how the show makes me feel, and I hope that if you want to feel that way for two and a half hours, then this is the show I invite you to see.”

Takeaway: Ask yourself: Am I doing this because I genuinely care about it, or because I think I should care about it? Audiences — and customers — can always tell the difference.

Two Great Ways to Learn More

1. See what Brian’s doing and thinking on @therealbrianmoreland and his official website, and get tickets to Joe Turner’s Come and Gone at the Barrymore Theatre — previews begin March 30, opening night April 25.
2. Read insights from legendary Broadway director Jerry Zaks on staying committed and persevering through challenges big and small.

One Question to Ponder

Brian built his entire career chasing a feeling he first experienced as a third-grade Santa Claus — a moment of pure joy that told him, this is it.

Here’s your question: What is one moment from your past — no matter how small or unexpected — that made you feel truly alive and completely yourself? 

Send your answer to howsuccesshappens@entrepreneur.com — your response may be read on a future episode!

About How Success Happens

Each episode of How Success Happens shares the inspiring, entertaining, and unexpected journeys that influential leaders in business, the arts, and sports traveled on their way to becoming household names. It’s a reminder that behind every big-time career, there is a person who persisted in the face of self-doubt, failure, and anything else that got thrown in their way.

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Businesses lose an average of 20% to 30% of revenue annually due to inefficient data management, a report from tech intelligence firm IDC says. If you’re juggling client files, project documents, or marketing assets, multiple team members, and locations, you may want to consolidate your company files into one secure global cloud platform. OnlineDrive gives you 1TB of storage with enterprise-grade security and team features. Best of all, a lifetime subscription is currently just $59.99.

Six server regions mean faster access everywhere

OnlineDrive runs from six server regions across North America, Europe, and the Asia Pacific region. Whether your team is in Phoenix, London, or Singapore, you get faster uploads and downloads. Companies with remote workers or international clients will no longer suffer through frustrating wait times that kill momentum, OnlineDrive says.

The Professional Plan includes three workspaces, each with up to five users. Legal firms can set up separate client workspaces with permission controls that keep confidential documents accessible only to the right people. Accounting practices can give clients viewer-only access while staff maintain upload rights. Sales teams can share decks with prospects using password-protected links that expire after you set the time frame.

You’ll love having a platform that makes sure your large file uploads work even on shaky connections. If your internet drops while uploading a 500MB client video, the resumable upload feature picks up right where it left off. You can protect business files with SSL encryption and enterprise S3 infrastructure that delivers 99.9% uptime, the company says.

The platform previews Word docs, Excel sheets, PowerPoint presentations, and PDFs directly in your browser. Stream HD video and audio files instantly. Team workspaces keep files centralized, so when someone leaves, your important documents stay put instead of vanishing with their personal account. Shareable links let you generate secure URLs for any file or folder – perfect for client deliverables, vendor specs, or board materials.

Get this lifetime subscription to an OnlineDrive Cloud Storage Professional Plan today, while it’s on sale for just $59.99 (MSRP $387).

StackSocial prices subject to change.

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Most solo creators are still posting into silence — tweaking hooks, chasing trends and hoping the algorithm finally notices them.

But ChatGPT’s new agent doesn’t rely on hope or hustle. It removes guesswork entirely by spotting momentum before it shows up in your feed — so you’re no longer late to what’s already working.

This isn’t another AI writing tool or content idea generator. It functions like a fully autonomous strategist — scanning platforms like Reddit, Substack and YouTube in real time, identifying early breakout signals, and translating them into content angles that are already primed to take off.

In this video, I’ll show you how one shift took me from posting to silence to real traction — including how a single piece of content broke out in under 48 hours after the Agent flagged the opportunity.

Here’s what you’ll discover:

• Breakout signals, not guesses: How the Agent detects early momentum patterns before topics hit the mainstream — so you publish ahead of the curve, not after it’s saturated.
• Why this beats keyword tools: How focusing on emotional triggers and audience response outperforms traditional SEO thinking — and why this creates faster traction with less effort.
• What winning content actually has in common: How the Agent breaks down titles, hooks, pacing and framing from top-performing videos — so you’re not copying blindly, but borrowing what consistently works.
• A repeatable content system: How I use one simple prompt to map out a full week of high-confidence content ideas — without brainstorming, overthinking, or burning out.

Because the reality is this: in 2026, creators don’t win by posting more. They win by removing uncertainty. You’re either guessing what might work — or operating with an edge while 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.”

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Every founder begins with conviction. You believe your product solves a real problem. Your team is capable. The market is ready.

Then the launch happens — and the response is quieter than expected.

Customers don’t adopt. Engagement stalls. The excitement you felt in pitch meetings doesn’t translate into traction.

This isn’t the end of the road — It’s the moment to pivot.

Pivoting isn’t an admission of failure. It’s a strategic response to new information. The strongest founders don’t pivot because they failed — they pivot because they paid attention. Nearly every breakout startup has a pivot story in its early chapters: Instagram began as a cluttered check-in app before stripping itself down to photo sharing. Slack started as an internal tool inside a struggling gaming company.

The common thread? They followed user behavior, not their original plan.

Here’s how to know when it’s time to pivot — and how to do it without losing your leadership credibility or long-term vision.

1. Recognize when the market is telling you “no”

Founders rarely struggle with building. They struggle with letting go.

It’s tempting to believe that if you just market harder, raise more money or add one more feature, things will click. But the market doesn’t reward effort. It rewards value.

• If users try your product but don’t return, that’s not a marketing issue — it’s a signal.
• If prospects “love the idea” but won’t pay, that’s not encouragement — it’s hesitation.
• If customer acquisition costs keep rising while lifetime value lags, that’s not a scaling problem — it’s a fit problem.

The most dangerous moment in a startup isn’t failure. It’s slow, polite indifference.

Instead of defending your assumptions, get curious. Talk to users who churned. Ask what problem they were actually trying to solve. Study retention data. Look for friction points. Most importantly, re-examine your core question: are you solving a must-have problem or a nice-to-have one?

A pivot begins with honesty.

2. Understand what a pivot really means

A pivot is not starting from zero. It’s redirecting your existing assets — technology, insight, audience or infrastructure — toward a stronger opportunity.

There are different ways this can happen.

Sometimes you keep the product but change the customer. Slack realized the communication tool it built for its own team was more valuable than the game it was developing. Sometimes you keep the audience but change the product. Twitter emerged after its founders noticed internal traction around short status updates. Sometimes the problem shifts. Instagram stripped away layers of features from its original app until only photo sharing remained — and that clarity unlocked growth. And sometimes the technology finds a new purpose. PayPal pivoted after recognizing that users were using its encryption tool to send money.

Notice what these examples have in common: the insight came from observing behavior, not brainstorming hypotheticals.

Before you rebuild, map what’s already working. Is there a feature users gravitate toward? A segment that shows unusual enthusiasm? An unexpected use case emerging organically?

The best pivots amplify existing signals.

3. Execute the pivot with discipline

Once you decide to change direction, speed matters — but discipline matters more.

Start by revisiting customer conversations. Not casual feedback but deep problem discovery. What outcome are people truly trying to achieve? Next, identify the strongest engagement pattern in your data. There is almost always one workflow, feature or use case that stands out. That’s your clue. Then test, don’t rebuild. Launch a lightweight experiment. Create a landing page. Prototype a stripped-down version. Validate demand before committing engineering resources.

A pivot should leverage your strengths — your technology, your brand credibility or your domain expertise. If it ignores your foundation entirely, it’s not a pivot. It’s a restart.

And throughout the process, communicate clearly. Investors and teams don’t lose confidence because of change. They lose confidence because of silence. Share what you’ve learned, why you’re adjusting and what success now looks like.

4. Lead through the uncertainty

Strategy is only half the battle. Leadership determines whether a pivot feels like panic or progress.

Your team will take emotional cues from you. If you frame the pivot as learning, it becomes evolution. If you frame it as survival, it becomes fear.

Strong leaders balance humility and conviction. Humility to admit what didn’t work. Conviction to chart a better path forward.

This period may require difficult decisions — sunsetting features, shifting roles, refining your positioning or even rebranding. But your deeper mission should remain intact. The “how” may change. The “why” shouldn’t.

Reaffirm that why. Remind your team what problem you exist to solve. Celebrate the insights gained from the first iteration. Make it clear that iteration is a strength, not a weakness.

The real beginning

A pivot is both an ending and a beginning.

It’s the moment your startup stops being the idea you’re attached to and starts becoming the solution the market actually wants.

The founders who survive aren’t the ones who guess correctly the first time. They’re the ones who adapt fastest when the data changes.

If your first version didn’t land, don’t call it a failure. Call it feedback.

Then move.

Because in entrepreneurship, survival isn’t luck. It’s adaptation.

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Every piece of data your company collects isn’t just information — it’s influence. And if you’re not intentional about how it’s used, you’re already giving your power away — to AI, competitors and even the market itself.

Every search, purchase, loyalty swipe, location ping and scroll feeds systems that now shape pricing, product decisions, hiring and marketing strategies. Most founders understand this in theory, but few grasp the practical consequence: whether they intend to or not, they and their customers are already casting votes with their data. And those votes? They’re usually cast passively, on someone else’s terms.

Data is not just a privacy issue — it’s a power issue

Data is often framed through compliance banners or privacy discussions, but in reality, it functions like capital. It shapes incentives, determines leverage and increasingly guides AI behavior. When AI shows bias or produces flawed results, it’s rarely a mystery — those outcomes reflect the data it was trained on. That data didn’t appear by accident; it’s the result of countless small decisions companies made to prioritize growth, speed, or convenience over intentionality.

AI mirrors what it’s fed — and what it’s fed reflects who has control.

Turn passive data collection into strategic influence

Consider loyalty programs. They started as simple tools for discounts and inventory management. Over time, they evolved into behavioral engines. Purchase histories became linked to emails, devices and locations, forming detailed consumer profiles.

Today, those profiles drive far more than coupons — they feed AI models that influence pricing, recommendations and demand forecasting across industries. Consumers rarely see how their data is used, let alone control it. The problem isn’t malice — it’s passivity. Without conscious design, influence is quietly taken from you and your customers.

Why founders lose control without noticing

This dynamic affects companies as much as consumers. Many fast-growing brands treat data as a byproduct rather than an asset, sharing it freely with partners and assuming compliance alone is enough. Growth may look strong — until it isn’t.

Imagine a consumer brand discovering that data shared with an advertising partner was used to train AI models favoring competitors offering marginal discounts. The company inadvertently contributed to its own erosion.

Similarly, a B2B platform could find its aggregated customer data shaping AI tools that later become competitors. Legally, nothing was wrong. But influence had already shifted, quietly away from the company that generated it.

This is what an unintentional data vote looks like.

Reclaim control: treat data like capital

Regaining influence doesn’t require radical reinvention. It requires intentional design. The companies that do this well:

• Track what data comes in, where it goes, and who interacts with it.
• Distinguish between data needed to operate and data collected out of habit.
• Make tradeoffs intentionally, not performatively.

Eliminating non-essential data points can improve insight rather than reduce it. With less noise, forecasting models become more accurate and customer trust increases. Clear communication about data use can even raise opt-in rates, improving data quality overall.

AI follows incentives, not intentions

Many leaders miscalculate by assuming AI will follow their values. AI systems respond to signals. If your data practices prioritize volume over clarity or extraction over alignment, AI will reflect that path — regardless of your stated intentions.

Conversely, companies that define boundaries early build systems that are easier to audit, adapt, and trust. They also reduce long-term regulatory and operational risk because their foundation is intentionally designed, not accidentally accumulated.

The strategic value of an informed data vote

Founders often fear that limiting data collection will slow growth. In practice, the opposite is often true.

• Customers who feel agency share higher-quality data.
• Teams that understand the purpose of data use it more effectively.
• Companies retaining control over how data enters AI ecosystems preserve leverage over their future role.

A conscious, intentional approach to data collection and AI influence is the real “data vote.” It ensures your company remains in control of its own trajectory.

The future rewards intentionality

AI will continue to advance. Data will continue to shape it. The advantage will go to companies that understand what they are contributing and what they are giving away.

Founders who lead in the next phase won’t be the ones who collected the most data — they will be the ones who used it with intention, governed it with clarity, and recognized early that data is not just information. It is influence.

And influence, once surrendered, is extremely difficult to reclaim.

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Most founders think the build-versus-buy decision when it comes to backend infrastructure is about engineering tradeoffs. I used to think that too.

At UNest, I learned the hard way that it’s actually about control. The moment that lesson landed, it permanently changed how I make decisions as a founder.

This is the story of how that realization happened — and the five-question framework I now use to decide whether to build or buy, grounded in real decisions we made while scaling a regulated fintech company.

Know when build vs. buy becomes a control issue

At UNest, we set out to modernize how families save and invest for their kids. In the early days, we were focused on what most founders focus on: building features, refining onboarding and making a complex financial product feel intuitive.

As we scaled, we crossed an invisible line. We weren’t just building a product anymore — we were building on top of infrastructure that increasingly dictated what we could and couldn’t do. Simple features required approval from external partners. Engineering timelines were shaped by third-party constraints. Compliance requirements forced us into workarounds that added fragility instead of resilience.

At first, I treated this as normal fintech friction. Eventually, it became clear that something more fundamental was happening. Key factors influencing speed, risk and reliability were no longer fully under our control.

That was our real build-versus-buy moment. Without ownership over certain systems, we didn’t truly control the company’s future.

Use this five-question test before you build or buy

I didn’t start with a framework. I developed one by watching which decisions created leverage — and which quietly introduced risk. Today, every major infrastructure decision runs through the same five questions.

1. Determine whether it’s interchangeable or a point of control

The first question I ask is simple: What happens if this system fails?

Some tools were clearly interchangeable. Internal productivity software, analytics platforms and support tools could be replaced with limited disruption. If one vendor went down, we’d feel pain — but not existential risk.

Other systems were fundamentally different. Account infrastructure, money movement and compliance workflows touched customer funds, regulatory obligations and trust. If those systems broke, the consequences would cascade through the entire business.

2. Ask whether it directly shapes customer trust

Next, I evaluate whether the component directly shapes why customers choose us and stay.

In our case, parents were trusting us with their children’s financial futures, and the investment account experience sat at the center of that trust. Its reliability and transparency defined our brand. That’s why we built it ourselves. No vendor solution aligned with our long-term vision, and outsourcing it would have meant outsourcing trust.

By contrast, gifting initially felt like a feature rather than a trust anchor. Customers valued it, but it wasn’t the primary reason they chose us. That distinction mattered when we evaluated whether to build internally or acquire an existing solution.

The rule I learned is simple: If customers would leave if this breaks, think carefully before outsourcing it.

3. Be honest about whether you have the expertise to build it well

Early in my founder journey, I underestimated how dangerous blind optimism can be.

When we explored building gifting internally, we assumed we could figure it out. In practice, we lacked deep expertise in the required workflows, and our broker-dealer imposed strict constraints that limited experimentation. Progress slowed quickly, and engineering time disappeared into compliance conversations instead of execution.

Building without expertise can burn time and increase long-term risk.

There are cases where cultivating expertise is worthwhile. But that should be a deliberate investment — not something you back into accidentally while trying to ship a feature.

4. Calculate the cost of delay, not just the cost to build

Founders obsess over build cost and underestimate delay cost.

Every month spent building non-core infrastructure internally was a month not spent improving the core product, deepening engagement or demonstrating momentum to investors. That opportunity cost mattered far more than the engineering budget line item.

This realization ultimately led us to acquire Littlefund instead of continuing to build gifting ourselves. Structuring the deal as an all-equity acquisition preserved cash and solved the problem immediately.

Buying wasn’t cheaper in theory — but delay would have been far more expensive in practice.

5. Make sure you can walk away if you buy

This is the question I now never skip.

When Synapse, the backend provider powering Littlefund, abruptly shut down, we were forced to remove gifting from the product entirely. The failure wasn’t ours — but it became our problem overnight. We couldn’t simply swap providers without major disruption.

That moment permanently reshaped how I think about third-party risk. If a vendor failure takes your product with it, you never truly owned the outcome.

In my current company, Mostt, I only buy infrastructure when there is a clear exit path — technical, contractual or operational. If walking away would cripple the product, I treat that dependency with the same seriousness as an internal system.

Follow this rule to avoid costly infrastructure mistakes

Build-versus-buy decisions aren’t about pride or purity. They’re about deciding where your company can afford fragility — and where it absolutely cannot.

The rule I now share with founders is simple:

Buy what’s interchangeable.

Build what you cannot afford to lose control of.

If I had applied that rule earlier, it would have saved us time, focus and risk. My hope is that it helps other founders make the call before the consequences become as real as they were for me.

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We live in what I call a unicorn economy — a culture that tells founders that if they’re not scaling at breakneck speed, raising massive rounds or landing headlines, they’re falling behind.

Silicon Valley is one of the most powerful startup ecosystems ever built. But its dominant narrative has a downside: it trains founders to chase outcomes that work for very few.

Roughly 75% of venture-backed companies fail, and only a small subset of businesses are suited for the traditional venture model. For everyone else, chasing unicorn status doesn’t increase the odds of success — it quietly reduces them.

If your goal is to build real wealth, freedom and a company that survives the realities of entrepreneurship, forget unicorns. Build a foundation. That means focus, systems, and the discipline to scale one zero at a time.

Unicorns are rare by definition. What’s far more common — and far less celebrated — are founders who build profitable, durable businesses without headlines. Strip away the hype, and you’ll find a silent majority creating meaningful wealth for themselves and their families without ever making TechCrunch.

Unicorns aren’t magical — they’re pressurized

From the outside, unicorns look inevitable: massive valuations, viral growth, constant attention. Inside, they’re fragile.

Most are venture-backed, and that capital comes with expectations that can break a business the moment growth slows. The pursuit of speed often crowds out what actually matters: customers, revenue discipline, hiring well and building systems that hold under stress.

I’ve seen this play out repeatedly. The belief that funding, hype and velocity can substitute for accountability and fundamentals. It shows up as reckless spending, weak controls and founders who confuse attention with progress.

WeWork is the most visible example, but it’s not unique. For every unicorn that survives, there are hundreds of venture-backed companies that collapse quietly under the weight of expectations they were never built to meet.

The existence of successful billion-dollar companies doesn’t make this a formula. It makes it an exception.

The foundation formula

After more than 30 years of building companies, I’ve learned that sustainable success isn’t driven by hype. It’s driven by discipline.

Here’s what actually works.

1. Solve a real problem

Start with a clear, painful need. Capital won’t save a product people don’t genuinely care about.

2. Prove it before you scale it

Ideas don’t build businesses — traction does. Early-stage work is about validation, not polish. Kill weak ideas quickly. Invest in what customers prove they want.

3. Protect your edge

Defensibility matters. At Hostopia and .CLUB, patents, partnerships, trademarks and domain strategy created leverage that marketing never could.

4. Scale in zeros

Don’t leap from $100,000 to $100 million. Go from $100,000 to $1 million, then $1 million to $10 million. Each stage demands different systems, processes and leadership. Research shows why this matters: Premature scaling — growing too fast before systems are ready — is the second most common cause of startup failure, cited by 70% of failed startups. Anecdotally, companies like WeWork and Theranos illustrate the dangers of trying to scale beyond operational readiness, while startups like HubSpot and Atlassian succeeded by building infrastructure and leadership step by step. Scaling in zeros isn’t just advice — it’s a survival strategy.

5. Track your stage gates

Know your metrics. Know your thresholds. Scaling without checkpoints is how founders run full speed off cliffs. Stage gates let you measure whether a system, team, or process is ready for the next zero. Without them, growth looks like progress — but it’s just risk in disguise.

Quiet builders win

The founders who win aren’t flashy — they’re focused.

The best exits rarely come from the loudest voices. They come from founders who master a niche and execute relentlessly. Sometimes that means creating a new category. More often, it means dominating a small one.

I recently met a retired entrepreneur who built a manufacturing business installing backyard bug screens. You’ve never heard of him. He sold the company for life-changing money.

There are millions like him. Founders who sell businesses for $5 million, $20 million, even $100 million. These outcomes don’t make headlines — but they create freedom. And they’re far more achievable than unicorns.

The real opportunity

The unicorn narrative teaches founders that success lives somewhere else — one viral moment away.

In reality, the opportunity is right under your feet. It’s in building something that works before trying to make it big. It’s in discipline, patience, and execution. It’s in foundations, not fantasies.

Brick by brick. Customer by customer. Zero by zero.

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Instacart is paying corporate workers competitive rates, turning compensation into a recruiting advantage. The grocery delivery company’s latest salary disclosures show that corporate tech workers, from data scientists to software engineers, can earn six-figure salaries.

These earnings are separate from the pay earned by the company’s 600,000 gig workers, who shop and deliver groceries on behalf of customers. Instacart pays gig workers per batch of customer orders, and the per-delivery amount ends up varying by order size, distance and tips. According to ZipRecruiter, the average hourly pay for an Instacart Shopper in the U.S. was $18.33. 

Instacart’s corporate workers, who number about 3,000 as of fiscal year 2025, can take home substantially more. Data from federal work visa filings, viewed by Business Insider, create a picture of a $9.5 billion company that pays aggressively to attract specialized AI, machine learning and senior engineering talent. 

The filings apply to employees who secure H-1B work visas, or visas for foreign workers with specialized skills. The disclosures represent base pay only; they do not include stock grants or bonuses. Instacart submitted over 150 H-1B filings in the year ending September 30, 2025. The Trump administration has recently implemented changes to the H-1B system, adding a $100,000 fee to new applications filed on or after September 21, 2025. 

Here’s how much Instacart pays top tech roles, according to the H-1B filings:

• Data Scientist: $125,000 to $210,000
• Director of Engineering, Machine Learning: $320,000 to $380,000
• Engineering Manager, Software: $220,000 to $290,000
• Manager, Machine Learning Engineering: $260,000 to $280,000
• Senior Computer Vision/AI Engineer: $180,000 to $290,000
• Senior Data Scientist: $170,000 to $265,000
• Senior Engagement Manager: $235,000 to $285,000
• Senior Product Manager: $185,000 to $280,000

How Instacart compares to DoorDash and Uber

Instacart’s corporate tech salaries are in the same league as those from DoorDash and Uber, but with some clear differences. For example, for software engineers, Instacart tends to be more competitive than Uber on base pay, and roughly on par with DoorDash, which has the highest disclosed pay. Instacart paid software engineers from $165,000 to $215,000, while DoorDash paid $105,560 to $359,000, and Uber compensated them $98,516 to $195,300. 

Instacart is facing mounting competition from Amazon, Uber Eats and DoorDash, all of which are scaling their grocery delivery efforts. However, Instacart CEO Chris Rogers, who stepped into the role last year, called competition concerns “overblown” and said the company was monitoring rivals “extremely closely.”

“There is definitely a market for us here and we feel good about our points of differentiation,” Rogers said on an earnings call earlier this month. Instacart reported strong fourth-quarter revenue of $992 million, up 12% from a year earlier. 

Instacart was advertising about 170 open roles on its website at the time of writing. A company spokesperson told Business Insider that they “regularly review compensation to ensure it’s competitive” and that they are “hiring selectively.” 

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