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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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We’re fortunate to stand on the work of giants. Every time we cross a suspension bridge or hear a brilliant piece of music, we experience the spark of someone else’s genius. We don’t need to understand every theory to benefit from it — and the same is true in building a business.

You don’t need a computer science degree to think like an engineer — but doing so can help you build smarter, faster and with fewer mistakes. My own career in tech leadership didn’t start with coding. It started by watching my mother translate between aerospace engineers and military generals — two highly structured, high-stakes worlds speaking different “languages” of complexity. Her superpower was deconstructing systems so anyone could understand them. That skill has guided me ever since.

At our firm, we coach founders to adopt an engineering mindset: systems thinking, architectural clarity, constraint-awareness and rapid feedback loops. Here’s how it works and why every founder should use it.

1. Deconstruct complexity with systems thinking

Founders often feel pulled in every direction: product isn’t sticking, funding is tight and teams are stretched. Everything seems like a top priority — and that’s paralyzing.

Engineers never see a problem as one giant black box. They break it into systems and subsystems, each with dependencies. When I led product at a large talent agency, friction threatened to derail the business. The “problem” wasn’t monolithic — it was four separate issues: poor data capture, broken matching logic, clunky workflow automation and outdated CRM tooling. Treating each as its own module allowed us to test, measure, and fix them independently.

Don’t panic. Identify the subsystem that’s the bottleneck, isolate it and tackle it first.

2. Prioritize architecture before action

Too many startups start building before thinking. Features ship without strategy, and founders end up scaling a product that wasn’t designed to scale.

Engineers begin with architecture. They follow blueprints and apply the 80/20 principle: focus 80% of effort on what can be standardized and reserve energy for the 20% that requires creativity.

Standardize what can be standardized. Preserve your time, energy, and capital for what truly drives leverage.

3. Treat constraints as creativity catalysts

Constraints aren’t limitations — they’re opportunities. Engineers know this: memory, bandwidth, and budget limits force clarity.

Founders should ask: *What can we achieve with exactly the resources we have?* Often, elegant solutions arise only when you embrace limitations. Constraints strip away the nonessential and surface what truly drives value.

4. Use binary thinking to break analysis paralysis

In a crisis, engineers rely on binary logic: yes/no, on/off. They isolate variables instead of overanalyzing everything.

Founders can do the same. Should you target startups or enterprise clients? Test both quickly. Should you hire internally or outsource? Run a short trial. Each binary decision reduces uncertainty and accelerates clarity.

5. Build to validate, evolve after launch

Speed without learning is waste. Engineers instrument everything: performance, behavior, edge cases. Founders should adopt the same rigor.

Treat each product decision as a hypothesis. Build small, measure obsessively, learn faster than competitors. Avoid the perfection trap — progress beats polish in early-stage ventures.

Think like an engineer, lead like a human

Engineering frameworks are powerful, but they’re only half the story. Most startup failures aren’t technical — they’re human: misalignment, miscommunication, unmet expectations. That’s why we pair systems thinking with radical empathy.

Founders who combine engineering clarity with emotional intelligence can scale quickly **without sacrificing team well-being**. You may never write a line of code — but thinking like a technologist could be your most valuable leadership advantage.

Pick one system that feels overwhelming this week. Break it down like an engineer, tackle one subsystem at a time, and watch clarity replace chaos.

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Working from home full-time was rare in the past, but the pandemic reshaped the workforce landscape, creating a surge in full-time and part-time remote positions. Whether it’s working remotely for a company or starting your own business, these days there’s no shortage of work-from-home opportunities.

Working remotely offers significant advantages for those who prefer a more flexible work environment and the freedom to set their own schedule.

Pros of working from home can include:

• No time or cost is spent on commuting
• Less cost dedicated to professional attire.
• More options for home-based location and travel opportunities
• Schedules that allow people to work when they are most productive
• Flexibility to run errands, make appointments, or take care of dependents
• Better able to create a work-life balance

On the other hand, some remote workers have reported feelings of loneliness and isolation. If you are considering remote opportunities, ensure they are the right fit for your needs and personality.

Cons of working from home might include:

• Difficulty creating a work-life balance
• Less in-person contact with coworkers
• Feelings of isolation due to a lack of human connection
• Negative bias from superiors who prefer in-person employees
• Miscommunication due to a lack of physical cues through technology
• No opportunity for on-campus office perks like gyms or nutritious meals

Related: 70 Small Business Ideas to Start in 2025

If you decide working from home is right for you, look for stay-at-home jobs that fit your strengths. Here are more than 40 work-from-home opportunities, some of which require specialized training and many of which can be lucrative. These are not listed in any special order.

All average salaries sourced from Glassdoor or ZipRecruiter

1. Affiliate marketer

Affiliate marketing is a referral strategy in which you link to products and earn a commission on sales. Let’s say you have a website and link to a product on Amazon. When the visitor clicks the affiliate link and buys that product, Amazon will pay you a percentage of the sale as long as you’ve gone through the work to enroll in their affiliate program. You have to do work on the front end to make sure you’re enrolled with affiliate partners, but with relatively few startup costs, affiliate marketing can be a major source of passive income. Average salary: $82,000 annually

2. Animator

If you’re an artist capable of creating animation and visual effects for television, movies, video games, and other types of media, you often can find remote work as a freelance animator or illustrator. Many marketing agencies and publishers are also looking to hire independent contractors, which can lead to consistent freelance work. Average salary: $73,000 annually

3. Real estate wholesaler

Real estate wholesaling is a practical way to earn money by connecting motivated sellers with investors without ever owning or fixing up the properties yourself. The process usually starts when you identify a homeowner interested in selling, negotiate a contract with them, and then forward the contract to an investor for a fee. Most of your daily work, like researching neighborhoods, finding leads, and reaching out to sellers, can be handled from your laptop or phone, wherever you happen to be.

Digital tools have made wholesaling more accessible than ever. Apps and online platforms, such as DealMachine, help you spot off-market properties, reach out to owners, and keep track of leads; all from the comfort of your home office.

Since wholesaling doesn’t require much upfront capital or experience, it’s a great work-from-home option if you’re motivated and ready to learn. Thanks to modern real estate tech, you can get started quickly and grow at your own pace.

Average salary: Your earnings depend on your effort and network, but many successful wholesalers earn $50,000 to $100,000 or more annually

4. Baker, caterer, or chef

If you already have a knack for baking, cooking, and arranging meals, you could turn your passion into a side hustle. Maybe you start small by baking goods for friends, neighbors, online customers, or at a local farmer’s market. You could also launch a catering business or become a personal chef, though those endeavors may require more on-site work. Before you start selling any food products, though, look into the cottage food and catering licensing requirements in your state. Average salary: salary and income will vary

5. Writer and editor

Content writing and editing services are in high demand and can be an excellent way to make a living while working from home. You could run and monetize your own blog (see: affiliate marketing), offer copywriting and editing services to businesses, or even write grants for nonprofits, universities, hospitals, and other entities. I started Due 10+ years ago, and it has been a solid source of revenue ever since. Due started slow and built up year over year, and I stuck with it. Additionally, organizations large and small need freelancers to support their content initiatives. Sites like Fiverr and Upwork can be great places to find gigs — and for potential clients to find you. Average salary: salary and income will vary

6. Bookkeeper or tax preparer

You don’t have to be a Certified Public Accountant (CPA) to work as a bookkeeper; you’ll likely want to take an online course or one at a local college if you don’t have previous experience. Once you’ve completed a course, you can work part-time to help businesses keep their books. You can also help individuals prepare their taxes, but be sure to seek appropriate training and consider earning certifications that will keep you in compliance with Internal Revenue Service requirements. If you’re already a CPA, either of these jobs you can do at home with relatively little additional training. Average salary: $68,000 annually

7. Career and life coaching

Career and life coaching has grown in recent years, as many people seek to set and achieve new goals or overcome personal and professional hurdles. While anyone can become a career or life coach (and not everyone should), there are courses you can take and certifications you can earn that will lend your business authenticity and better equip you to work one-on-one with clients. I have a friend, Keith Crossley, who started and built this into a six-figure business in just under a year. Before you take on clients, it’s important to think about your qualifications, area of expertise, and determine what specific services you can provide. Average salary: salary and income will vary

8. Child caregiver

As daycare costs soared in recent years, families sought alternatives, which in some cases led parents to launch their own child-care businesses. Whether it’s for a couple of hours or the entire day, running a childcare business from your home can be lucrative, though you’ll want to make sure that you obtain the correct licenses and permits. Average salary: salary and income will vary

9. Clinical research coordinator

Clinical research coordinators manage clinical trial operations, including maintaining and organizing documentation, working closely with a team of medical professionals, and ensuring that all aspects of the trials follow established guidelines. While this type of gig typically requires post-secondary education, it can often be done from an at-home office. Average salary: $60,000 annually

10. Computer programmer

Computer programmers typically need to earn a bachelor’s degree in a related field or, at a minimum, need to take a coding bootcamp. If you’ve done this and you’re fluent in programming languages like HTML, JavaScript, CSS, Ruby, Python, or others, there’s a good chance you’ll be able to land a well-paying job that allows you to work from home. Average salary: $114,000 annually

11. Consultant

If you have experience and knowledge in a specific area, then consider sharing it with others through consulting. For example, if you’re an accountant or a lawyer, you can provide career advice to small businesses. If you have a background in software, you could help businesses make informed decisions about emerging technology. Before you start consulting, consider your skills and experience; the longer your track record, the more likely people will consider you an authority in your field. Average salary: salary and income will vary

12. Customer service representative

It’s relatively easy to get set up as a customer service representative. You need excellent communication skills, a landline, and a computer from which you can access a company’s call-log system. Once you’re set up, you can often choose your own hours—customer service lines are often 24/7—and set a schedule that works best for you. In some cases, you may need a degree in a relevant field. Average salary: $48,000 annually

13. Data entry clerk

Data entry is a role that doesn’t require extensive prior experience, and many businesses need data entry services. Typically, the role involves entering large datasets into spreadsheets or other online data storage systems. You’ll need quick, accurate typing skills and a computer with internet access. Average salary: $42,000 annually

14. Ecommerce store owner

The ecommerce industry has exploded in recent years with no signs of slowing down. Some ecommerce business models include dropshipping, wholesaling, manufacturing, white-labeling, and subscriptions. If you’re already creating a product, you may be well-positioned to launch an online side hustle. However, even if you don’t have a product, you can rely on one of the aforementioned business models—and sites like Shopify, Magento, and WooCommerce—to make money via ecommerce. Average salary: salary and income will vary

15. Instructional video producer

When people encounter problems—with their car, with an appliance, or with most things in life—one of the first places they turn is to YouTube. If you have a particular skill or knack for problem-solving, you can grow a major following on the platform by recording and posting instructional videos. They don’t have to be the highest quality, either. If you can help people fix an issue, you’ll rack up followers and soon start earning money via YouTube’s partner program. Average salary: salary and income will vary

16. Graphic designer

If you’re a digital designer and a pro at using products like Adobe or Canva, many businesses or organizations may be in need of your services to design logos, websites, or even ads. You can likely find a full-time job doing graphic design work that allows you to work from home, but as a graphic designer, you can also make good money building a client list as a freelancer. Average salary: $65,000 annually

17. Handmade crafter

If making handmade products like jewelry or furniture is already a hobby of yours, you could make it a full-time endeavor from your home. You’ll need to launch an online shop — perhaps using Etsy or Shopify—and learn the basics of ecommerce. Consider promoting your shop on social media to build up a following, which could turn your talent for crafting into a lucrative business. Average salary: salary and income will vary

18. Music instructor

If you’re a talented musician and a patient teacher, you could start offering music lessons in your living room. You could also consider teaching people virtually via video conference or recording lessons and uploading them to a YouTube channel, where others can learn from you. Average salary: $55,000 annually

19. Internet security specialist

Internet security specialists monitor networks for security threats and implement security standards. They can also install data protection systems. Given that online security is a major concern for many companies, this type of role is expected to grow steadily over the next several years. An Internet security specialist will require specialized training in cybersecurity and advanced knowledge of computer software systems, and you’ll need access to a secure network to take on this type of work. Average salary: $119,000 annually

20. Mock online juror

When attorneys prepare their clients for trial, they often seek feedback on their case and ask people to serve as mock jurors. While some of these opportunities are in person, many are virtual, with participants reviewing transcripts, videos, and photos and then offering their thoughts on the case. Here is a list of resources where you can find this kind of opportunity. Average salary: salary and income will vary

21. Online teacher or tutor

As with many professions, education has evolved over the past several years and, in many cases, can now be done from a home office. If you’re a teacher or subject-matter expert seeking a flexible schedule, consider teaching online courses or offering tutoring services through an online education company. Organizations like K12 and Connections Academy are good places to start, but it’s also worth reaching out to local school districts and community colleges. You will likely need prerequisite educational and work experience, and in some cases, you’ll need a teaching license. Average salary: salary and income will vary

22. Patent or intellectual property attorney

While some lawyers must spend their days in the office or in court, there are work-from-home opportunities across the profession, particularly in areas of the law such as patents and intellectual property, where administrative work can be done remotely. If this type of law is already your area of expertise, you could generate income without having to leave your home. Average salary: $156,000 annually

23. Peer-to-peer lender

Thanks to sites like LendingClub and Prosper, you can lend money to businesses or individuals, and, as an investor, make money on the paid interest of the loan. Regulations vary by state, so you’ll want to ensure you’re following the rules. Moreover, there are often minimum income requirements to become a lender, so you’ll need to prove your financial viability before you can count on peer-to-peer lending as a major source of passive income. Average salary: salary and income will vary

24. Photo or video editor

If you’re handy with a camera, you can work as a photographer or videographer. While some of the work may require attending events, editing headshots or wedding videos can typically be done from home, as long as you have access to a computer and the right software. You can even sell your own images or videos on sites like Foap, allowing you to operate your business from home. Average salary: $65,000 annually

25. Podcaster

Audio storytelling is still in demand, and if you already have an audience — or the tools to build one — you might consider launching a podcast from your home. This will require investing in microphones and editing software at the very least – and if you bring in a large volume of listeners, you can sell ads and generate a profit. Average salary: salary and income will vary

26. Product reviewer

If you have a knack for user design, you could earn a meaningful supplemental income as a product tester or reviewer. Many companies want to get feedback on their products (think: cosmetic products, tools, electronics, etc.) before they go to market. Typically, a company will pay you directly with money or with gift cards; you can also register to be a product reviewer on sites like UserTesting. Average salary: salary and income will vary

27. Repair and maintenance provider

Are you handy and known for fixing things — like bicycles, cars, computers, or small engines? Consider launching your own repair business. If you have garage space, tools, and the know-how, you can start a business where people bring damaged goods directly to your house. If you already have the resources to get going, the startup costs won’t be more than the initial marketing effort to generate awareness around your business. Average salary: $65,000 annually

28. Reseller of used and discounted goods

There is a never-ending supply of cheap and free goods on sites like Facebook Marketplace and Craigslist, not to mention yard-sale treasures and deeply discounted name-brand items such as Carhartt factory seconds or tags-on, second-hand store finds. If you purchase furniture, electronics, outdoor gear, and other goods at a bargain price, you can flip them at a high margin. Average salary: salary and income will vary

29. Seamstress or tailor

Many individuals need their clothing altered, and if you’re good with a needle and thread, there are a variety of ways to put your sewing skills to work. You could consider specializing in wedding dresses, suits, or even costume design. If you spend a little money on marketing, you could become the go-to alteration expert in your community. Average salary: $48,000 annually

30. SEO expert

Search engine optimization (SEO) is an important tactic for growing a business’s online presence. If you have experience growing digital traffic, particularly through SEO best practices, there are many remote job roles — full-time or part-time — where you can use your knowledge to help clients enhance their web presence and make money online. Average salary: $65,000 annually

31. Social media manager

Many businesses, organizations, and individuals need someone to manage their social media accounts. In some cases, clients may even need you to develop an entire strategy for them. If you already spend a lot of time on social media and you have past experience managing brand profiles, creating ad campaigns, and responding to comments and direct messages, you could start building a client list and work from anywhere you choose. Average salary: $65,000 annually

32. Stylist

If you have an eye for new fashion trends, you can make a living as a stylist from home. Thanks to virtual meetings and online ordering systems, you can help people assemble their wardrobes for work, special events, or everyday use. Using platforms like Nuuly and Rent the Runway, you can order multiple outfits, send them to the client, and advise them on which ones best fit their needs and personal style. Average salary: $40,000 annually

33. Survey taker

As with testing products, you can earn money by participating in opinion polls, answering questions about your shopping habits, or giving feedback on a business operation. Typically, you’ll be paid in gift cards or another incentive besides cash, but it can still be a lucrative side hustle. Average salary: salary and income will vary

Related: Can you Really Get Paid Completing Surveys?

34. Telephone triage nurse

If you’re a registered nurse, you could work for health insurers or health management companies like Humana, Aetna, and UnitedHealthcare. Even CVS Health offers customer support jobs, hiring nurses to remotely handle case management, treatment authorization, and patient education. Average salary: $88,000 annually

35. Transcriptionist

Transcription is a relatively simple process that involves listening to audio files such as lectures, medical dictations, or legal recordings and typing verbatim what you hear. It often requires only entry-level experience, but you must be a fast typist and produce error-free work. While some companies have turned to artificial intelligence for transcription services, many industries still prefer human transcriptionists to ensure accuracy. Average salary: $55,000 annually

36. Translator or interpreter

If you are fluent in multiple languages, you can start earning a living by translating documents or becoming an interpreter. While earning an American Translators Association certification is not a requirement for every job, it will lend your business credibility and help you attract clients in a variety of areas, including business and government, as well as individuals who need help navigating language barriers. Average salary: $57,000 annually

37. Travel agent or advisor

Although consumers have access to numerous travel sites that make trip planning easier, the process can still be time-consuming. That’s why there are still job opportunities for travel agents to scour the web for the best deals, share advice, or plan itineraries. Moreover, many people have turned to social media to share their travel hacks and earn supplemental income along the way. Average salary: $90,000 annually

38. Vehicle renter

Due to high fees, many people avoid rental car services when visiting a new place, and some choose not to own a car altogether. That’s part of the reason peer-to-peer rental car sites have become so popular. If you have a vehicle you don’t need all the time, you can rent it out to individuals and earn income while you’re at home and don’t need your car. Sites like Turo have built-in third-party liability, so you won’t have to worry about uninsured drivers behind the wheel. Average salary: salary and income will vary

39. Virtual assistant

If you’re organized and can handle duties such as replying to emails, managing the calendar, entering data, and assisting with social media, this type of role may be a great fit. With many offices shifting to fully remote work, virtual assistants no longer need to sit behind a desk all day. Average salary: $55,000 annually

40. Virtual public relations representative

Many businesses don’t have the budget for a dedicated chief marketing officer, a vice president of marketing, or even a public relations firm. But they may have the funds to hire a virtual public relations representative to take care of duties like promoting a business, writing press releases, interacting with the media, or managing a crisis. Average salary: $53,000 annually

41. Virtual recruiter

Businesses large and small often need help building a workforce, but they may not need someone on staff full-time. If you have recruiting and networking experience, you could help businesses scour the web for great job candidates, screen applicants, and become an integral part of the hiring process. Average salary: $65,000 annually

42. Virtual therapist

Are you already a licensed professional counselor (LPC)? If so, online therapy has grown rapidly in the past few years, allowing you to offer services to clients in an exclusively virtual format, online, if you choose. The opportunities to practice therapy online vary depending on your employer and clients’ healthcare, but it’s becoming increasingly accessible. However, if you plan to work with out-of-state clients, be sure to secure appropriate licenses. Average salary: $65,000 annually

43. Voice actor

If you have a golden voice or acting experience, you could make a living by recording scripts for commercials, promotional videos, and other audio files. If you’re just starting out, you might consider vocal training workshops, which will help you hone your craft and get leads on jobs. If you want to do this from home, you’ll need to invest in a home studio—including high-quality microphones and soundproofing equipment. Average salary: $90,000 annually

44. Website tester

Businesses want to make sure their websites are intuitive and easy to navigate. As such, they’ll assign instructions for people to follow to test the user experience. You can work with websites like Test.io and become a freelance tester for a variety of digital products, including new websites as well as smartphone apps. To qualify, most companies will expect you to have computer skills specific to their industry or a track record of using similar products. Average salary: $65,000 annually

45. Business development manager

Are you a naturally gifted salesperson who has an eye for relationships? A work-from-home business development manager role might be for you. In these positions, you may develop business plans, find new clients, manage existing accounts, and, yes, achieve sales objectives. To increase revenue, strong sales and client relations skills are essential. Average salary: According to FlexJobs, the average salary range is between $51K to $134K annually

46. Computer support specialist

Also known as computer technicians or IT specialists, you set up and maintain computers, software, and networks for individuals and businesses. Specifically, you provide support via phone, email, chat, and remote assistance software. The job outlook is expected to grow by 6 percent from 2023 to 2033, according to Coursera. If you’re tech-savvy and enjoy helping others, this may be a perfect option for you. Average salary: $49,466 annually

47. AI training

Whether you believe it or not, AI can be made smarter. To learn and improve, modern AI models need human input. Companies such as Outlier.ai hire people to evaluate AI prompts and responses. As the generative AI market is expected to grow to $1.3 trillion over the next decade, there are many opportunities to generate revenue online in this field. Average salary: salary and income will vary

48. Traveler host

Do you have an extra room, a guest house, or even an entire property you are not using? Why not turn it into an income source? By becoming a traveler host, you can rent out your space to visitors. As a host, you’ll need to be comfortable hosting guests in a clean, welcoming setting. Also, be prepared to clean up after stays and to respond to urgent needs. To get started, you can use platforms like Airbnb and Vrbo. Average salary: salary and income will vary

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In 2024, high-income taxpayers were more than twice as likely to be audited compared to previous audit cycles.

What are the most common audit red flags to avoid? Searching for 2025 information online yields little actionable guidance, even in industry journals. There are a host of articles explaining low-income audits, such as those incorrectly filing for the Earned Income Tax Credit. However, middle-class, high-income taxpayers and business owners often struggle to maintain compliance with limited publicly available guidance.

As the CEO of Dimov Tax, I see audit notices every day. From our experience working with thousands of clients, my team and I have identified clear patterns. If you are a high-earning business owner or leader, here are the primary triggers to avoid and strategies to reduce your audit risk.

If you file Schedule C, expect higher scrutiny

Schedule C is the IRS form used by single-member LLCs, sole proprietors, contractors, freelancers and anyone receiving a 1099-NEC. Audit rates are significantly lower for S corporations or C corporations, but Schedule C returns remain prime targets.

Whether your side gig involves legal consulting or you work full-time as a contract telehealth provider, the IRS pays close attention because Schedule C returns are easy to self-prepare. Expense overstatements, often unintentional, are common and frequently trigger audits.

High-review expense categories

Every year, social media influencers promote tax strategies that should be approached cautiously. Past examples include attempts to write off luxury vehicles under the “6,000-pound truck rule” or aggressive real estate syndication deductions, which often ended in audits or lawsuits.

Common expense categories that frequently raise IRS eyebrows include:

• Automotive expenses
• Meals and entertainment
• Rent (studio, vehicle, or office)
• Travel
• Luxury goods

Show a profit two to three years out of five to avoid the “hobby” risk

Consistent losses can trigger the IRS to question whether your business activity is legitimate. A simple rule: your business, freelance, or contract activity should show a profit at least two to three years out of five.

Benchmark your ratios

The IRS compares your expenses and income ratios against industry norms. If a specific line item is far above the historical average, it may flag your return. For example, self-employed consultants with $300,000 in income normally report 15% in software expenses; a 60% software expense could trigger scrutiny.

Importantly, this risk isn’t limited to the ultra-wealthy. Even individuals with modest side gigs, like rideshare drivers, can face audits. Schedule C filers remain a notable exception in audit trends.

Beware of mortgage interest caps

Mortgage interest deductions have caused frequent audit issues. Deductibility depends on when your loan originated:

• Mortgages originated after December 15, 2017: interest is deductible only on up to $750,000 of acquisition debt ($375,000 if married filing separately).
• Mortgages originated on or before December 15, 2017: the prior $1,000,000 limit still applies ($500,000 if married filing separately).

Interest above these thresholds is non-deductible. Review your Schedule A to ensure limits are correctly applied—many IRS notices are triggered by this issue.

Take appropriate real estate losses against W-2 income

Social media strategies often suggest high-paid W-2 earners can reduce taxes by purchasing properties for short-term rentals and claiming large depreciation deductions. Others suggest claiming “real estate professional” status to offset W-2 income.

Even if these strategies are valid, the IRS scrutinizes them closely. Cost segregation, accelerated depreciation and bonus depreciation strategies require meticulous documentation.

Residency pitfalls: addresses, withholding and multi-state filing

Remote work and increased mobility have made state tax filings more complicated than ever. Using the wrong address on a W-2, 1099 or other forms can trigger significant tax liabilities.

Common scenarios we see include:

• Using a parent’s or friend’s address while working remotely.
• Receiving mail at a P.O. Box or a previous residence.
• Keeping an old address on employer records after relocating.

Even seemingly small mistakes can have major consequences. When a state sees income linked to an address within its jurisdiction, it can pull your full federal transcript and attempt to tax all income earned across every location — sometimes resulting in six-figure tax bills.

Tips to avoid costly errors:

• Confirm your correct state of residence and review all employment and financial records.
• Double-check addresses on all W-2s, 1099s, and other tax forms.
• Monitor pay stubs throughout the year. Taxpayers sometimes pay the wrong state for months—or even the full year—with no easy recourse. In one case we handled, a taxpayer accidentally paid $200,000 in state taxes that could not be recovered.

If there’s any chance a form or income source is associated with a state where you no longer live, contact your tax professional immediately to review corrective actions and prevent unnecessary liabilities.

High-risk strategies flag your return

Certain niche strategies carry higher audit risk, including:

• Conservation easements
• Captive insurance companies
• Charitable contribution schemes
• Complex insurance or trust structures

These strategies often result in audits that are upheld, leading to penalties, back taxes and professional fees. Always consult a neutral, experienced tax professional before pursuing these approaches.

Conclusion

Being audited is not inevitable. Filing an extension may reduce your risk because the IRS fills its audit quota early in the year. Filing later after making estimated payments may reduce the likelihood of being flagged.

Meticulous documentation, accurate reporting and professional review are the most reliable ways to reduce audit risk.

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Most companies don’t have a data problem. They have a trust problem.

At AWS re:Invent last December, one thing was impossible to ignore: the technical excuses for not using data are gone. The infrastructure is there. Security, compliance and governance tools now allow organizations to share information safely without freezing decision-making. The challenge isn’t technology anymore — it’s culture.

AI was everywhere, but I wasn’t focused on product launches. I was looking at how companies think about data itself: how it’s shared, governed and ultimately turned into decisions. And across conversations with executives and sessions on security and compliance, a pattern emerged: the technical limitations that once justified locking data down have largely been solved. What remains difficult is human. Alignment, trust and confidence inside organizations are now the true barriers.

Why everything counts as data now

For decades, data was narrowly defined: transactional records, CRM entries, ERP metrics and the digital signals of clicks, purchases or usage. Everything else — emails, Slack messages, survey feedback, customer reviews, social signals, operational workflows — was considered noise or outside the data conversation. Sharing across teams was slow and risky. Locking information away became the default.

That mindset is no longer sufficient. AI now makes it possible to extract value from almost any signal. Internal communications, operational metrics and customer sentiment can all inform decisions. The scope of what counts as data has expanded dramatically. The posture a company takes toward sharing and using this information now determines its competitive edge.

The human problem is bigger than the technical one

Executives repeatedly report the same barrier: cultural friction, not technological gaps, prevents data-driven organizations. Teams hoard information. Departments compete for control. Leadership struggles to create alignment.

The organizations that thrive are the ones that:

• Make sharing the default, not the exception.
• Provide visibility into data assets across teams.
• Establish controlled collaboration protocols.
• Reward trust and transparency over internal competition.

Technology alone can’t solve these issues. AI won’t force people to cooperate. Governance frameworks won’t create trust. Leaders must address the human side first.

How business leaders can act now

You don’t need a massive overhaul overnight, but you do need a shift in mindset and process:

1. Understand the value of your data. Most organizations collect far more than they actively use. Sales, HR, operations, survey results, reviews, and digital signals all carry actionable insights. AI can help identify where value exists—but only if you’re paying attention.

2. Recognize that the technology is ready. You don’t need to bet on a single vendor. Between AWS, Microsoft, Google and a growing ecosystem of specialized tools, secure and compliant data sharing is possible today. The barrier isn’t capability — it’s willingness.

3. Focus on culture and mindset. Set clear expectations that data sharing is required and rewarded. Clarify how information will be used and protected. Trust must be intentionally built and reinforced.

4. Act now. The shift toward AI-enabled, data-driven organizations is accelerating. Companies that engage early, establish best practices and shape how data is used will define their market. Those who wait will struggle to catch up.

The technical barriers are gone. The companies that win will be those that solve the human problem first.

A founder’s takeaway

If you run a business, this is not just a technical challenge — it’s a leadership test. You don’t need every dashboard connected or every system unified overnight. You do need clarity on what information matters, a culture that encourages sharing and processes that make it safe to collaborate.

The organizations that treat this as optional will fall behind. The ones that engage now will shape the rules, drive faster decisions, and create value from their data before anyone else even realizes it exists.

AI is ready. Infrastructure is ready. The human problem is what will separate winners from laggards.

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The Supreme Court ruled Friday that President Trump exceeded his authority by imposing tariffs without Congress. In a 6-3 ruling, the court found that the International Emergency Economic Powers Act, which Trump used to impose many of his tariffs, “does not authorize the President to impose tariffs.” Chief Justice John Roberts delivered the majority opinion. Justices Clarence Thomas, Samuel Alito, and Brett Kavanaugh dissented.

The ruling strikes down tariffs that generated the majority of U.S. tariff revenue last year, including “reciprocal” tariffs and duties related to fentanyl trafficking from Mexico, Canada, and China. The court noted that no president before Trump had ever used the statute to impose tariffs of this magnitude and scope. To justify such powers, Trump must “point to clear congressional authorization,” the court wrote. “He cannot.”

The big question now is refunds. The ruling was silent on whether tariffs already paid must be refunded to importers. Companies could be eligible for payments totaling hundreds of billions of dollars, but the refund process—including who gets paid, when, and how—will be decided by lower courts. In his dissent, Kavanaugh warned the refund process “is likely to be a ‘mess.’”

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