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Christina Puder discovered the power of AI through a free account with Lovable, an AI coding assistant.
Christopher Gregory-Rivera for BI
Christina Puder went from casual AI user to building her website and running her business with it.
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This as-told-to essay is based on a conversation with Chr...

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PwC, like many consulting firms, is investing heavily in engineering talent.
Artur Widak/NurPhoto via Getty Images
PwC's engineers have created a new AI agent to tackle enterprise-grade spreadsheets.
Spreadsheets are unsexy, but crucial to corporate operations, PwC exec Matt Wood told Business Insider.
Traditional AIs "just kind of shrug and give up" when they meet a big spreadsheet, Wood said.
The real way to judge a company's AI expertise isn't in the flashy headlines, but by looking at the "unsexy" work rolling out behind the scenes, Matt Wood, PwC's global and US commercial technology and innovation officer, told Business Insider.
If Wood's theory holds — that real AI prowess shows up in unglamorous advances — PwC's latest launch is certainly notable. After all, what could be less sexy than spreadsheets?
The Big Four firm announced this week that it has developed a "frontier AI agent" capable of reasoning over vast, enterprise-grade spreadsheets — something that conventional AI systems struggle with because of their complexity, size, and interdependencies.
The agent can understand and navigate spreadsheets, mimicking "how experienced practitioners work: scanning, searching, jumping across tabs, integrating charts and receipts, and reasoning," PwC said in a press release.
Why spreadsheets matter
Wood, who joined PwC in 2024 from a role as vice president of AI at Amazon Web Services, said that when he started, he'd noticed the wraparound, ultra-wide monitors filled with spreadsheets: "That's all anybody was working on," he said.
But these were not "your school soccer team budget spreadsheet," said Wood. The spreadsheets that power large enterprises are enormously complex, often containing millions of cells, charts, graphs, images, receipts, and dozens of interlinked workbooks. "They are more like financial engines than they are spreadsheets," he told Business Insider.
These files often underpin business-critical decisions, yet PwC "found that even today's modern AI was very poorly suited to managing these big enterprise spreadsheets," Wood said.
"They just kind of shrug and give up for want of a better word."
Matt Wood, PwC's global and US commercial technology and innovation officer.
PwC
Creating an AI capable of understanding and reasoning across large, complicated spreadsheet applications is what PwC's engineers set out to solve. Their solution was a "genuine advance in the field," Wood said.
The agent has unlocked use cases across assurance, advisory, and tax, and boosts time saving on some tasks "from literally days to hours," said Wood.
He gave the example of audit walkthroughs, where teams previously spent weeks manually gathering and validating evidence across numerous complex spreadsheets that existing AI tools couldn't handle.
Now, users simply upload the files, and the frontier agent automatically maps their structure, extracts relevant data, and performs validation and consistency checks — tasks that would otherwise require combing through millions of rows by hand.
The result is faster meetings, less back-and-forth with clients, and cleaner, structured data ready for deeper AI-driven analysis, he said.
Consulting powered by engineers
PwC's AI spreadsheet agent was built in-house by engineers — a function the firm has been rapidly expanding as it shifts beyond the traditional roles associated with the Big Four.
In January, PwC launched a dedicated tech engineering career track to attract more technical talent, saying it wants to become "a destination for top engineering talent."
Previously, the firm offered only consulting and accounting career paths. Wood told Business Insider that adding the engineering track is "a signpost" of its future plans.
At the same time, PwC is retraining non-technical employees. The US branch of the firm recently announced a companywide workplace learning strategy focused on knowledge sharing and on developing a mix of human and AI skills needed for the future.
Wood described the work engineers do at PwC as having two modes: "transforming today" and "building for tomorrow."
The first focuses on improving current workflows — reducing back-and-forth with clients, increasing trust, and delivering work more efficiently. The second reimagines professional services from scratch: "If you were to start from a blank piece of paper, what would professional services look like in an AI agent world?" said Wood.
PwC engineers also work directly on client engagements, building AI systems tailored to specific projects. For example, they help organizations reorganize and redesign their finance functions from the ground up using agents, Wood said.
Many of the consulting industry's top players are pursuing similar investments in technical talent as AI reshapes the work they do.
Accenture, already one of consulting's most technically sophisticated players, has added nearly 40,000 AI and data professionals in the last two years. They now account for roughly 10% of its global headcount.
EY, another Big Four firm, has added 61,000 technologists since 2023, according to its latest annual report.
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Salesforce is all in on AI. An internal survey reveals how employees feel about it.
Marc Benioff said that the promise of AGI was a "TK"
Halil Sagirkaya/Anadolu via Getty Images
Business Insider obtained the results of Salesforce's annual employee survey.
Most employees felt AI made them more productive. Fewer felt it had decreased their workloads.
Salesforce says the survey shows big gains in AI use and enthusiasm.
Salesforce says it's at the vanguard of the AI revolution and has even toyed with renaming itself Agentforce in honor of its bet on AI agents. The company is rapidly adopting AI internally as well, and a survey obtained by Business Insider reveals how that's actually playing out behind the scenes.
The results — which were broadly positive — show that most employees feel AI is increasing their productivity, although fewer say it's lightening their workloads.
Salesforce's annual "Great Insights" survey, which is not public, was conducted in November 2025 and released inside the software company the following month. It surveyed about 80% of the 76,000-person workforce.
Most questions about AI received high favorability ratings: In addition to the 81% of employees who said AI tools boost productivity, 83% said they feel equipped to handle AI risks such as bias, and 81% said they felt encouraged to experiment with AI.
More than half of employees — 57% — said AI tools helped their team identify opportunities that would have been impossible otherwise. And 62% said their workload is more manageable because they use AI tools. Both of these were among the lowest results in the survey.
Salesforce told Business Insider in a statement that the survey showed significant gains in AI use and strong enthusiasm. A composite it creates called the AI Readiness score was at 85% enterprise-wide, an 18% gain year-over-year.
"We're thrilled that our employees have moved on from adoption and are seeing AI tools make a meaningful impact in their daily work," a Salesforce spokesperson said.
The results suggest that Salesforce is ahead of the pack on encouraging AI adoption, said Jason Schloetzer, an associate professor at Georgetown University's business school who has interviewed dozens of executives about AI adoption. The results also show that, for some employees, AI intensifies their workload rather than reducing it.
"The gaps suggest people believe AI is enabling them to do more work, but it's not making their work easier," he said.
Salesforce, which sells customer relationship management software, has garnered attention for an intense AI push led by CEO Marc Benioff. Last August, he said half of the work at Salesforce was being done by AI and that the company had eliminated 4,000 support roles because of AI agents.
Salesforce's website says the company uses a mix of internal AI tools, including an AI from Salesforce-owned Slack that can quickly find old project templates, and Career Connect, which analyzes employees' strengths and weaknesses to help them move within the company.
Salesforce is facing challenges despite its embrace of the AI revolution. Its stock is down over 40% in the past year as concerns mount about the fate of legacy software companies amid the arrival of AI tools from OpenAI and Anthropic.
The company has also struggled to deliver on promises made in demos of its AI product Agentforce, Business Insider previously reported.
Read the original article on Business Insider
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Palantir's Florida move is more than just a change of address
Palantir cofounder and CEO Alex Karp
Francois Mori/AP
Palantir made an announcement Tuesday, saying it relocated its headquarters to Florida from Colorado.
The software company, which generates much revenue from defense contracts, did not give a reason for the move.
When founder-led firms change headquarters, it often reflects "worldview as much as strategy," said one expert.
When a company moves its headquarters, it's making a statement — whether leadership spells it out or not.
That's the case with Palantir's surprise announcement Tuesday that it has relocated its home base to Florida from Colorado.
The defense-tech contractor disclosed the change in a one-sentence press release citing a new address just outside Miami. Palantir, led by cofounder and CEO Alex Karp, didn't provide a reason or say what it means for employees.
The lack of details has left many observers speculating on the motive.
"This seems like a pretty obvious attempt to put both Karp and Palantir in friendlier territory," said Jo-Ellen Pozner, a management and entrepreneurship professor at Santa Clara University's Leavey School of Business.
Though Karp backed Kamala Harris' 2024 campaign, he has more recently praised the Trump administration's immigration and national security policies.
On a November earnings call, Karp called for tougher border policies and highlighted Palantir's work with US Immigration and Customs Enforcement and Israel. Palantir, which relies heavily on government contracts, has also faced protests in Colorado in recent years. Colorado is a blue state, Florida is red.
"Not only will the company receive a more welcoming reception and more eager labor pool in Florida, but Karp and his top deputies will probably be more comfortable spending time there than they do in Colorado," said Pozner.
Palantir didn't respond to a request for comment from Business Insider about the reason for the headquarters shake-up or the move's impact on employees.
Palantir was founded in California's Silicon Valley region in 2003 and moved to Colorado in 2020. At the time, Karp cited an "increasing intolerance and monoculture" in Silicon Valley. Karp owns property in Colorado.
Some leadership experts point to Florida's more tax-friendly policies as a reason why Palantir has a new ZIP code.
"To me, this is dollars and cents," said Zack Kass, a former OpenAI executive who now advises companies and governments on leading in today's AI-centric business world. "If building a better company meant Karp moving the business to Alaska, he'd probably do it."
A number of finance and tech heavyweights have planted flags in Florida in recent years, including Citadel, Thiel Capital, and Thoma Bravo. In January, venture capitalist David Sacks proclaimed that Miami will soon replace New York City as America's financial capital.
"I'm grateful for the leadership of the state of Florida," said Citadel's Ken Griffin at the America Business Forum in Miami in November. "This is a great place to call home."
Not everyone agrees, though, as others have noted that Miami's social scene hollows out in the summer and the city lacks a major university to pipe in tech talent.
Whatever the incentives are behind Palantir's change of address, headquarters moves in general are rarely about real estate, said Jeff LeBlanc, a management professor at Bentley University. Instead, they often speak to the kind of identity leaders want for their companies.
"In a world where so much work is hybrid or distributed, the HQ is often more symbolic than operational," he said. "Geography communicates. It says something about who you want to attract, who you align with, and what kind of company you believe you are."
LeBlanc pointed Elon Musk's decision to move some of his companies' headquarters from California to Texas for political reasons as an example. In 2024, the billionaire lashed out at California for being the first state to outlaw schools from having to notify parents if a child changes their name, pronouns, or gender identity at school, calling the move the "final straw."
"Particularly in founder-led companies, those moves often reflect worldview as much as strategy," LeBlanc said. "Geography has become part of executive messaging."
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Miami is not the next Silicon Valley. It's something much weirder.
Kevin Dietsch/Getty Images; Getty Images; Rebecca Zisser/BI
Tech's elite are taking their talents to South Beach — again.
In January, David Sacks, the venture capitalist and crypto and AI czar, proclaimed that Miami will soon replace New York City as America's financial capital. Stripe's Patrick Collison has been marveling at the city's "boomtown" vibes. With California flirting with a one-time tax on billionaires, said billionaires like Larry Page, Sergey Brin, and Mark Zuckerberg are buying oceanfront mansions. And on Tuesday, Palantir announced that it's moving its headquarters from Denver to Miami.
Is Miami the next Silicon Valley? We've been here before.
The pandemic sent waves of coastal workers to the city, turning it into a Zoomtown full of online venture capitalists like Keith Rabois and Delian Asparouhov, bitcoin bull runners, and purveyors of the finest NFTs. Billboards went up in San Francisco featuring a mock tweet from then-Miami mayor Francis Suarez: "Thinking about moving to Miami? DM me."
Here's the thing: It's easy to fall for Miami when a big chunk of the workforce is stuck at home and online. Five years later, it's a lot harder to build companies there.
"Miami is great three months out of the year," says one prominent venture capitalist who moved to the city during the pandemic but is now returning to an established hub.
While the Floridian tax benefits are real, the investor has found that the social scene hollows out in the summer as residents leave, making it "hard to build roots or have reliable friends." More critically for the startup ecosystem, the scene lacked the "hustle" of San Francisco or New York.
Silicon Valley practically runs on a conveyor belt from Stanford and Caltech to Y Combinator's Dogpatch offices. The machine turns students into founders, builders into companies, and companies into the next wave of founders. Miami, meanwhile, lacks a major university to pipe in tech talent. Instead, the investor says, the city tends to attract people who have already "made it."
Miami and Fort Lauderdale-based startups raised $3 billion in 2025. Bay Area-based startups raised $177 billion.
The Miami market, while busy, significantly lags behind the major hubs. Startups in the Miami-Fort Lauderdale metro raised about $3 billion in 2025, per PitchBook, down from $8.6 billion in 2022, when money and crypto sloshed about. The Bay Area, by contrast, still grabs 52% of the nation's venture funding, with $177 billion in capital pouring in last year.
Alligators may be all around in Miami, but unicorns are hard to find. In January, Cast AI, a startup that helps companies cut cloud costs, crossed the $1 billion valuation mark, becoming the region's first homegrown unicorn in years. Before that, Adam Neumann, the ousted WeWork cofounder, debuted his Miami residential real-estate venture, Flow, at a $1 billion valuation in 2022.
Even Garry Tan, the Y Combinator president and gadfly who's usually first in line to dunk on San Francisco's politics, has been blunt about where the breeding grounds are best. Tan recently said on X that the accelerator still hasn't opened offices outside the Bay Area because founders are simply more likely to build unicorns there. According to a Business Insider analysis of Crunchbase data, of the at least 97 new unicorns that investors minted in 2025, 43 of them were based in the Bay Area.
But those who dismiss the city entirely miss the point. Miami isn't the next San Francisco. It's establishing itself as something else.
Patrick Murphy, a former Florida congressman and entrepreneur, says that Miami's tech scene is growing, it's just being built in "reverse order." Silicon Valley, he says, emerged from an if you build it, they will come approach: Engineers built great companies first, which eventually created fortunes that cycled back into the community to fund the next generation of companies.
Miami, however, has a more if you come, they will build it tact. It's attracted the "wealth achievers" first — the family offices, private equity names, and already-successful founders who emigrated for lifestyle reasons. Finance heavyweights like Citadel and Thoma Bravo arrived early. Vanguard, one of the world's largest asset managers, is eyeing an expansion in Miami as it targets more Latin American wealth. The city is now importing the machinery that follows them. Legal, accounting, and consulting firms are opening local offices to stay close to clients — and scoop up star talent that no longer needs to live near HQ.
This dynamic has established Miami as a "control center" for decision-makers, Murphy argues, but not yet the "factory floor" where the actual work gets done. Murphy says that despite running a successful construction-tech startup, Togal.AI, his engineering team has been offshore from the beginning because the local talent pool simply "didn't exist" when he started in 2019.
"If you go to Miami, you're not going to see dozens of engineers at a Starbucks cranking away," he says. "That's not here yet."
Still, Miami's flood of wealth is creating demand for startups built on the city's local economy, especially in property tech and fintech, Murphy says. Togal.AI's annual recurring revenue has grown 1,000% over the past two years, Murphy says, and is now raising fresh venture funding in order to hire dozens of new employees this year.
Palantir's move immediately became a kind of Rorschach test for Miami's future. "Florida is the new crypto," one user wrote on X.
Maya Bakhai, a Fort Lauderdale resident and founder of the early-stage venture firm Spice Capital, tells me that the city will flourish alongside "net new" industries that are still taking shape and where the center of gravity isn't locked in yet. Crypto firms like MoonPay and QuickNode still treat South Florida as a home base, she notes. A new space-tech accelerator backed by the state is trying to persuade founders to stick around by pairing them with funders.
Bakhai's bigger bet is that just as New York became the hub for e-commerce, Miami could become the place where creator businesses get built. Research out of the University of Hong Kong found Miami has more top influencers per capita than New York or Los Angeles.
And then there's Palantir, the strongest signal flare yet that tech is taking America's Playground seriously. It's hard to know what the data giant's HQ move will mean in practice — Palantir hasn't said how many employees it plans to relocate, or whether it will offer moving packages to lure talent south. The company did not respond to an email request for comment. If Palantir does move a meaningful slice of its workforce, it would give Miami something it's been short on: a marquee tech employer that can recruit and keep technical workers on the ground year-round.
On X, Palantir's move immediately became a kind of Rorschach test for Miami's future. ""Florida is the future," cheered Andreessen Horowitz investor Katherine Boyle. Others were less convinced. "Florida is the new crypto," one user wrote. "For the next 20 years, nothing will change, but they will always tell you 'big things are happening in Florida.'"
Turning Miami into Silicon Beach is a long game, Bakhai argues. It won't be built by the billionaires buying houses to snowbird in today, she argues, but by the young strivers arriving for their first serious jobs — the entry-level analysts heading to Citadel and the junior lawyers starting at firms like Orrick. For the first time, she says, ambitious graduates can launch careers in Miami instead of treating New York or San Francisco as the default. The payoff, she says, comes years later, when they eventually spin off to start their own companies.
Until then, Miami remains largely a playground for the "made it" crowd, waiting in the sun for the builders to come.
Melia Russell is a reporter with Business Insider, covering the intersection of law and technology.
Read the original article on Business Insider

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Sales reps at $11 billion AI startup ElevenLabs have to bring in 20 times their base salary, or they're out — VP says
ElevenLabs is a $11 billion voice cloning AI startup.
Smith Collection/Gado/Getty Images
ElevenLabs set "ruthless" sales quotas for its representatives, one of its execs said.
VP Carles Reina said sales reps are expected to meet quotas equivalent to 20 times their base salary.
He said ElevenLabs adopts a small team model for higher sales success.
At $11 billion AI startup ElevenLabs, the message to sales reps is simple: Hit 20x your base salary, or you're out.
Speaking on the 20VC podcast on Friday, Carles Reina, VP of sales at the voice-cloning startup, talked through its "ruthless" quotas.
"So if I pay you $100,000 a year, your quota is $2 million. That's it. If you don't achieve your quota, then you're going to be out, right?" Reina said. "And we're ruthless on that end."
ElevenLabs — which was recently valued at $11 billion after closing a $500 million funding round — operates in micro-teams of five to ten people each, according to CEO and cofounder Mati Staniszewski, who spoke on a separate 20VC podcast episode in September.
Reina said he prefers to operate in smaller teams that hit their quotas, and pay them more.
Small teams have become a growing trend in tech, with AI startups touting their ability to scale with far fewer employees by working alongside AI agents.
LinkedIn cofounder Reid Hoffman wrote in January that a team of 15 people using AI can rival a team of 150 who aren't.
Meanwhile, Mark Zuckerberg said on a Meta earnings call in July that he has "gotten a little bit more convinced around the ability for small, talent-dense teams to be the optimal configuration for driving frontier research."
Reina said the "ruthless" quota has been successful at ElevenLabs, saying on the 20VC podcast that more than 80% of reps hit their sales quota.
ElevenLabs did not respond to a request for a comment.
He added that the firm compensates both the account executive and customer success manager if they upsell a company within the first 12 months.
"I'm paying double, but I don't care," Reina said. "It makes perfect sense because then I have these two people busting their ass to make sure that they actually can make more money, which is fantastic for me as a company."
The push for higher performance isn't limited to AI startups.
In April, Google said it was restructuring its compensation structure to increase rewards for top performers. "High performance is more important than ever," Google's head of compensation told staff at the time.
Read the original article on Business Insider

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Instacart salaries revealed: Here's how much the delivery service pays data scientists, engineering managers, and others
Instacart hired software engineers and data scientists on H-1B visas last year.
illustration by Cheng Xin/Getty Images
Instacart is growing beyond its traditional grocery delivery business.
The company's advertising and retail tech businesses are expanding.
Here's what the company paid some of its corporate employees in 2025.
Delivery service Instacart is moving further into new areas, such as advertising and retail tech.
The company's roughly 600,000 gig workers, who shop and deliver groceries and other retail goods, are its most visible face for many people. But Instacart's business is growing in many directions, CEO Chris Rogers said on a November earnings call.
"We have the leading online grocery marketplace, a best-in-class suite of enterprise technologies for retailers, and a growing advertising ecosystem," Rogers said on the call, his first as CEO after assuming the position in August.
Instacart needs people to make good on its growth plans. The company had about 170 open roles on its careers website as of early February.
"We're hiring selectively, with priority on roles that support our core marketplace, Instacart Enterprise solutions for retailers globally, and our ads and data platform," an Instacart spokesperson told Business Insider.
"We regularly review compensation to ensure it's competitive and aligned with market benchmarks, location, and role," the spokesperson said.
That hiring can include some employees from outside the US on H-1B work visas.
Business Insider analyzed how much money companies from Apple to Walmart are paying for tech jobs and other roles. Explore salary data from America's biggest employers.
Business Insider analyzed 157 H-1B visa applications submitted by Instacart and certified by the Department of Labor in the year ending September 30, 2025. These applications provide insight into how much employees in certain roles make. Many of the salaries were for tech roles, including data science, engineering, and product management positions.
The Trump administration has initiated changes to the H-1B visa system. In September, Trump imposed a $100,000 fee on new applications. He's also proposed changes to work visa rules that could tilt the already competitive visa lottery in favor of the highest-paid applicants, lawyers told Business Insider. However, these changes were largely initiated after this reporting period.
Here's a look at some of the jobs for which Instacart has disclosed salaries in the work visa data.
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
Principal Software Engineer: $350,000 to $380,000
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 Engineering Manager: $275,000 to $305,000
Senior Engineering Manager, Software: $275,000 to $305,000
Senior Machine Learning Engineer: $185,000 to $300,000
Senior Machine Learning Engineer: $190,000 to $298,000
Senior Product Manager: $185,000 to $280,000
Senior Software Engineer: $176,000 to $285,000
Software Engineer: $165,000 to $215,000
Staff Software Engineer: $250,000 to $310,000
Have a tip? Contact this reporter at abitter@businessinsider.com or via encrypted messaging app Signal at 808-854-4501. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.
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I did Y Combinator in 2016 and 2025. The first time felt more 'family-style.'
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You didn't see any employees, Hoang said, and "some of the partners were cooking sometimes."
This as-told-to essay is based on a conversation with Quang Hoang, the 37-year-old cofounder and ...

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BusinessBusiness InsiderYahoo2d ago2 sources Read the memo: Tesla rival Lucid cuts 12% of its US workforce as EV winter takes hold
Lucid launched its latest EV, the Gravity SUV, last year.
Josh Lefkowitz/Getty Images
EV startup Lucid Motors is cutting 12% of its US employees as demand for electric vehicles plummets.
CEO Marc Winterhoff told staff on Friday that the cuts were necessary as Lucid attempts to become profitable.
The US is facing an EV winter as sales plummet and manufacturers pull back their electric vehicle plans.
Tesla rival Lucid is slashing its workforce as the EV winter tightens its grip.
EV startup Lucid is cutting 12% of US employees, according to an email interim CEO Marc Winterhoff sent to unaffected employees on Friday, which Business Insider has seen.
Winterhoff said the cuts would exclude hourly production employees in manufacturing, logistics, and quality.
"This difficult but necessary decision was made to improve organisational effectiveness and optimize our resources as we continue on our path toward profitability," he wrote.
It comes as Lucid faces a difficult environment for EV makers amid an industry-wide downturn, with sales plummeting following the end of the $7,500 tax credit in September.
In its most recent earnings report in November, the company reported a net loss of nearly $1 billion. Lucid reports Q4 earnings next week.
A Lucid spokesperson told Business Insider the cuts would not impact the company's hourly production workforce in Arizona, adding that the cuts were designed to "streamline" the organisation as it seeks long-term growth and margin improvement.
"We are grateful for the contributions of all impacted employees and are providing resources, benefits, and support to assist them through this transition," they said.
Read Lucid CEO Marc Winterhoff's full memo:
Team;
Today I want to share an important business update. We have implemented a 12% reduction of our U.S. workforce, excluding hourly production employees in manufacturing, logistics, and quality. This difficult but necessary decision was made to improve operational effectiveness and optimize our resources as we continue on our path toward profitability. If you are receiving this message, your role is not impacted.
We are streamlining our organization so we can operate with greater efficiency and deliver on our commitments to gross margin improvement and long-term growth. We will continue to evaluate our day-to-day work to ensure that our time, energy, and resources remain focused on the initiatives that drive the greatest impact. This disciplined approach to execution is a core operational imperative for Lucid.
Importantly, today's actions do not affect our strategy. Our core priorities remain unchanged, and we continue to focus on the start of production of our Midsize platform. With disciplined execution, we are also focused on further expansion into the robotaxi market, continued ADAS and software development, and growth in sales of Lucid Gravity and Air across existing and new geographies.
Saying goodbye to colleagues is never easy. We are grateful for the contributions of those impacted by today's actions, and we are providing severance, bonus, continued health benefits, and transition support to help them through this period. As we move through today, I ask everyone to treat one another with empathy, professionalism, and respect, recognizing the personal impact these changes have on our teammates.
To sustain and build on progress made in 2025, we must remain focused, operate with discipline, and execute with urgency. I know we are asking a great deal of our team, and I sincerely appreciate your continued commitment, resilience, and professionalism.
I will address today's actions and answer questions during Monday's Town Hall. As always, you may presubmit your questions on The Hub.
Warm regards,
Marc
Are you a Lucid employee or former employee with a story to share? Get in touch with this reporter at tcarter@insider.com.
Read the original article on Business Insider

The CEO of a startup building robots for factories explains how US manufacturing is at a crossroads
Machina Labs
This post originally appeared in the Business Insider Today newsletter.
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The US manufacturing industry is at a crossroads: try catching the leaders where they are or beat them to where the industry is headed.
Edward Mehr sits firmly in the second camp. The thesis of his robotics-enabled manufacturing startup, Machina Labs, is that America's reindustrialization needs to be distributed and flexible. Trying to build the centralized, traditional factories China has perfected is a lost cause.
"It's going to be a miracle to catch up if you want to replicate what they have," Mehr told me.
"It's just not the right chess move. We need to try to see if we can leapfrog and then do the next generation."
We're still in the early stages of robotics in factories. Mehr said the industry is still five years away from a major, ChatGPT-like breakthrough. But there's no shortage of companies giving it a go, including giants such as Tesla and Amazon.
The opportunity is huge, with the manufacturing industry accounting for trillions of dollars. It's also a brutal business to break into. If a robot doesn't immediately help you cut costs or improve efficiencies, there's not much point pursuing it any further. (Example: Amazon's recent "Blue Jay" warehouse robot.)
Machina Labs, which specializes in producing complex metal structures for the defense, aerospace, and automotive industries, sees its value-add on two fronts. Its robots can switch between different manufacturing operations, saving the time it would take to retool a factory to produce a new product. It's also portable, meaning there's no need to custom-design factories for specific productions.
The space is crowded, and Mehr acknowledged that competitors are also pursuing portability or flexibility, but typically not both.
"We're almost rethinking a lot of the manufacturing processes from scratch," he said. "If you go to our factory, things are being built in a way that you cannot see in any other place."
Like many robotics players, Machina Labs now needs to prove its thesis at scale.
The company raised a $124 million Series C round earlier this month from investors including Lockheed Martin Ventures and Toyota's venture arm. It'll use that cash to build a new 200,000-square-foot factory.
The factory will feature 50 robots and initially serve Lockheed Martin. The goal is to produce a few thousand structures every year. That's a significant step up from its current factory, which runs 10 robots and has an annual production of a few hundred.
But what about the humans? Tensions are already high around AI's impact on white-collar jobs. Are blue-collar workers headed to a similar fate?
Machina Labs' new factory will include about 150 human workers, which Mehr said is roughly equivalent to the number of humans who'd work at a robot-free factory. The work is different, but no one seems to be complaining.
Mehr said a recent internal survey found that employees' interest level in the job was exceptionally high. (So much for AI fatigue!)
"You're working with robots. You're working with software. Compared to previously, you had these instructions. You'd follow it daily, over and over again," he said. "Now, you almost feel like you're playing a game."
Read the original article on Business Insider

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'Dress for the job you want' is dead. Now, it's 'dress for the job you want to keep.'
Brands like Toteme are becoming more popular as investment dressing resurges.
Edward Berthelot/Getty Images
Workwear is recalibrating to styles that balance comfort with a more polished look.
The tightening job market and return-to-office mandates have chipped away at pandemic casualness.
Employees may also be using more polished workwear to create a boundary between work and home.
Dress for the job you want to… keep?
In a job market where power has shifted toward employers, at least one thing remains within an employee's control: how they choose to show up to work.
With layoffs and slow hiring shaping the labor market and RTO mandates pulling employees back into offices, experts say workers are dressing more carefully to project competence.
In periods of uncertainty, clothing is less about comfort and self-expression, and more about job security, Lizzy Bowring, a creative strategist and trend forecaster, told Business Insider.
"Dressing smarter serves as career risk management," she said.
The business casual era gave way to full-on casual
Business casual had an era — a long one. Over the past 30 years, suits and ties have given way to blazers and sweaters in many white-collar industries.
By the early 2000s, the casual look was ubiquitous in tech. Think Mark Zuckerberg's signature gray T-shirt, hoodie, and jeans.
Facebook founder and CEO Mark Zuckerberg delivers the opening keynote address at the f8 Developer Conference April 21, 2010
Justin Sullivan/Getty Images
When the pandemic hit, casual dressing went from trend to default. There was no need to dress up for your living room.
But times are different now. Workers are being called back into the office, and the franzied "Great Resignation" period post-pandemic, when employers were scrambling to retain staff and thrust into bidding wars to scoop up talent, is well behind us.
The balance of power has shifted from employee to employer. US businesses are hiring at one of the slowest rates since 2013, and the early impact of AI is beginning to show up.
Last month saw more layoffs than any January since 2009, as big companies like Amazon and Citi announced plans to cut thousands of jobs.
Because of this, "employees are becoming more conscious of how they present themselves, not because they're being told to, but because uncertainty changes behaviour," Frances Li, founder and director of Biscuit Recruitment, a boutique recruitment agency based in London and New York, told Business Insider.
Recalibration, not return
An example of a more tailored silhouette is the oversized blazer, pictured here on content creator and writer Alba Garavito Torre.
Edward Berthelot/Getty Images
Still, experts say we aren't seeing a full return to suits and straight-cut dresses.
Trend forecaster Lizzy Bowring describes this as an "'intentional recalibration' — blending comfort with sharper silhouettes, structured tailoring and more deliberate styling."
The jacket you once wore over a T-shirt to look smarter for a Zoom meeting is now shifting to a more tailored look, said Bowring. Think oversized blazers and fitted dresses.
Fashion's messaging is reflecting this. There's a focus on tailoring and silhouette-forming pieces across luxury brands like Prada, Saint Laurent, and Bottega Veneta, she said.
A model walks the runway at Bottega Veneta's Spring/Summer 2026 fashion show at Milan Fashion Week in September.
Victor VIRGILE/Gamma-Rapho via Getty Images
Economic uncertainty has also revived interest in investment dressing: wardrobe staples that work in the office and beyond, cut with precision and built to last.
Brands like The Row and Toteme have gained cultural relevance by positioning their pieces as investments, reinforcing the appeal of clothing "that communicates stability, longevity and professional credibility," Bowring added.
TikTok content about what to wear to the office and why it matters has also grown in popularity.
Younger members of Gen Z, entering office settings for the first time, are questioning how to balance their personal style with work-appropriate attire.
Grace McCarrick, a content creator who delivers soft skills training to companies such as Uber and Spotify, said her TikTok videos on being intentional with your appearance at work have been some of her most viral — garnering hundreds of thousands of views.
@graceforpersonalityhires
The cheat no one is telling you about- you don’t have to look super polished if you look rich. In the north east, the look tends to be a bit dull lol but do what feels right for you
♬ original sound - grace mccarrick
"It is so complicated to move up and get noticed in the workforce today," she said. The idea of 'dressing for success' is one of the only levers you can control to help you progress at work, she added.
"People who put in the effort stand out like neon signs. They've upped their charisma factor by simply not being as schlubby as everyone else. They could be the most awkward person, but because they look good in a sea of wrinkled khakis with black sneaker 'dress shoes,' they're magnetic," she said.
Setting boundaries
Formal dress is also a way for employees to clearly distinguish between work and home life.
"Work wear cues a performance state, whereas home wear signals a relaxation state," Hajo Adam, an organizational psychologist and professor at the University of Bath, told Business Insider.
This separation might help people to actually switch off when work finishes.
So, once the clock strikes 5 p.m. — go ahead, loosen up, and hang up your blazer, whether your desk is in the office or in your living room.
Read the original article on Business Insider

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Parker Harris addressed Marc Benioff's controversial jokes about ICE.
BRENDAN SMIALOWSKI/AFP via Getty Images
Salesforce CEO Marc Benioff made jokes about ICE during an employee event.
Salesforce cofounder and CTO Parker Harris addressed the controversy in an internal meeting.
"Marc made a very bad joke," he said. "I'm not okay with it personally."
Salesforce cofounder Parker Harris addressed the controversy over CEO Marc Benioff's ICE jokes in an internal meeting, saying he was "not OK with it," Business Insider has learned.
"Marc made a very bad joke," Harris, who is the company's chief technical officer, said. "But that's something that Marc did, and I'm not gonna call him out in public out on the internet."
A transcript of Harris' remarks at a meeting of the product and tech team last week was posted by an employee to a Slack channel. Business Insider verified that the transcript was accurate.
Salesforce did not respond to a request for comment. Benioff has not spoken about the jokes or the company's reaction to them.
In his meeting, Harris began by addressing a question about why many company leaders had not addressed Benioff's comments at Salesforce's employee-only company kickoff in Las Vegas last Tuesday.
"So I'll start by saying that somebody already has, and it was immediately leaked," Harris said, referring to a Business Insider story about another executive who criticized Benioff's jokes.
"Let's talk about it with each other and not out to Business Insider and other places because it doesn't do us any good," he said, adding. "It's a violation of the Code of Conduct, and it's a fireable offense. And if we do catch you, we will fire you."
At the kickoff, Benioff made "multiple" jokes about ICE, including one about agents surveilling Salesforce employee travel, employees told Business Insider at the time.
Workers reacted with anger on Slack, which is owned by Salesforce. Slack General Manager Rob Seaman posted a comment saying he could not "defend or explain" his boss' comments.
"They do not align with my personal values and I know this to be the case for many of you as well," he wrote.
Craig Broscow, a Salesforce VP, acknowledged the "deep disappointment" in his own Slack message after the kickoff remarks.
"It would be a step in the right direction and for Marc to acknowledge as soon as possible — ideally publicly — that his attempted joke was extremely upsetting to large segments of his employee base," Broscow said.
Speaking to his team, Harris said Seaman got in hot water for his post.
"I'll tell you personally, and this is what Rob said as well, and I respect Rob for saying that, but he got in big trouble 'cause it went out on the internet," Harris said. "Personally, I'm not OK with that joke.
Harris went on to say that "it's hard right now with what is going on [in] the US" and "what's going in, like, Minneapolis is not about our software. Our software is not being used there."
Harris said Salesforce is "not a political organization" and encouraged employees to make their views known at the ballot box.
"I'm going to use my democratic right to vote, and that's how I'm gonna take action against some of the things that I'm not okay with," he said.
He closed with saying, "So that's my statement. It may not make you feel better. So I'm sorry if it doesn't make you feel better. I think we should keep talking about it. I'm totally fine talking about it more. Please keep it confidential."
Have a tip? Contact this reporter via email at astewart@businessinsider.com or Signal at +1-425-344-8242. Use a personal email address and a nonwork device; here's our guide to sharing information securely.
Read the original article on Business Insider

Lloyds investigating after using staff’s bank account data in pay talks
CEO Charlie Nunn tells employees that issue ‘created some concern’ but insisted ‘we definitely have listened to it’

Waste Of The Day: Secret Settlements Get Taxpayer Money
Waste Of The Day: Secret Settlements Get Taxpayer Money
Authored by Jeremy Portnoy via RealClearInvestigations,
Topline: Eight Massachusetts state agencies and 13 colleges spent $6.8 million to settle grievances, partly in secret, brought by their own employees from 2019 to 2024, according to a Jan. 16 report from State Auditor Diana DiZoglio.
At least 80 of the 263 settlements contain confidentiality language such as a nondisclosure agreement — to keep certain details confidential between the two parties — which the audit claims is banned by state guidelines.
Key facts: The Massachusetts Port Authority transit agency was responsible for 11 of the settlements, costing taxpayers $1.7 million. Most of the money came from a $1.4 million settlement in 2022 with an employee who alleged they were denied a promotion because of their gender. The details are sealed by an NDA.
Six of the confidential settlements involved alleged sexual harassment, and two involved alleged racial discrimination. Most of the others were about violations of collective bargaining agreements and employees who were fired without cause.
NDAs were seemingly used on an arbitrary basis. None of the colleges and state agencies included in the audit had a written policy explaining when confidentiality language should be used, except the inspector general’s office.
“By not having a documented policy on the use of confidentiality language in state employee settlement agreements, there is a risk that confidentiality language may be abused to cover up harassment; discrimination; or other inappropriate, unlawful, or unethical behaviors, potentially allowing perpetrators to continue to remain in their positions and engage in further inappropriate, unlawful, or unethical behavior,” auditor DiZoglio wrote.
All of the colleges and state agencies receive legal assistance from the state attorney general’s office. The office’s guidelines prohibit nondisclosure agreements, and the attorneys told auditors that all state agencies were made aware of the guidelines.
DiZoglio argued that the NDAs may not even be enforceable. In June 2013, Suffolk County Superior Court sided with the Boston Globe newspaper in ruling that settlements between state agencies and their employees are public records.
Search all federal, state and local salaries and vendor spending with the world’s largest government spending database at OpenTheBooks.com.
Background: The audit is a follow-up to a 2025 report that found 75 state agencies had spent $41 million on more than 2,000 employee settlements from 2010 to 2022.
Summary: Massachusetts’ NDAs hurt the public twice. They essentially use taxpayer funds to cover up potentially unethical behavior perpetrated using taxpayer funds.
The #WasteOfTheDay is brought to you by the forensic auditors at OpenTheBooks.com
Tyler Durden
Mon, 02/16/2026 - 11:40

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This metric captures a company’s most liquid assets: cash plus short-term securities like T-bills that typically matu...

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NASA boss Jared Isaacman sent staff a letter blasting the Starliner mission that left 2 astronauts stranded in space
Jared Isaacman.
Anna Moneymaker/Getty Images
NASA Administrator Jared Isaacman blasted the "troubling" failures of the Boeing Starliner mission.
In a letter to NASA staff, he said it wasn't initially deemed a mishap due to reputational concerns.
A report into the mission found "unprofessional behavior," including yelling in meetings.
The head of NASA sent a scathing letter to employees on Thursday, outlining the failures of the botched Boeing Starliner mission that left a pair of astronauts stuck in space.
Jared Isaacman slammed "design and engineering deficiencies" but said the "most troubling failure" was decision-making and leadership.
"If left unchecked, [it] could create a culture incompatible with human spaceflight," he added.
The mission took place in June 2024, flying two NASA astronauts to the International Space Station. However, helium leaks saw Starliner's thrusters malfunction. The mission was supposed to last eight days, but the pair ultimately spent over 90 days in space before returning to Earth on a SpaceX flight.
"We returned the crew safely, but the path we took did not reflect NASA at its best," Isaacman told staff.
Also on Thursday, the incident was formally designated as a "Type A mishap" — the most severe level, on par with the Columbia and Challenger Space Shuttle disasters.
NASA defines such mishaps as those causing more than $2 million in failure costs, the loss of a vehicle or its control, or deaths.
However, a mishap was not initially declared for Starliner, despite a loss of control and, according to Isaacman, "cost thresholds exceeding a Type A mishap by a factor of one hundred," implying a loss of at least $200 million.
This decision was influenced by "concern for the Starliner program's reputation," he added.
Suni Williams and Butch Wilmore, before boarding Starliner in June 2024.
MIGUEL J. RODRIGUEZ CARRILLO/AFP via Getty Images
Isaacman's letter wasn't entirely gloomy.
He praised the "extraordinary professionalism" of controllers and crew who recovered control of the spacecraft and achieved docking with the International Space Station.
"At that moment, had different decisions been made, had thrusters not been recovered, or had docking been unsuccessful, the outcome of this mission could have been very different," he added.
'Unprofessional behavior' included 'yelling in meetings'
The letter coincided with the publication of the report into the Starliner mission. It's over 300 pages long and details the engineering and cultural problems.
Investigators said there were "times of unprofessional behavior" as NASA and Boeing butted heads on how to bring the astronauts home.
"There was yelling in meetings," one interviewee said. "It was emotionally charged and unproductive." Another said they heard safety engineers being berated "off muted mics."
"It was probably the ugliest environment that I've been in," said another.
The report listed three root causes for the debacle.
Firstly, it said NASA had a "hands-off approach" to setting up the contract, leading to insufficient oversight of Boeing's design and testing.
Then, Boeing didn't verify the propulsion system across all environments and use cases during the design phase, leaving Starliner exposed to conditions for which it wasn't properly certified, the report said.
Lastly, it said the culture at NASA's Commercial Crew Program led to greater acceptance of technical risk and a reluctance to fully challenge Boeing's analyses.
Isaacman said that NASA will continue working with Boeing.
"But to be clear: NASA will not fly another crew on Starliner until technical causes are understood and corrected, the propulsion system is fully qualified, and appropriate investigation recommendations are implemented," he added.
In a statement, Boeing said it was "grateful" to NASA for its "thorough investigation."
"In the 18 months since our test flight, Boeing has made substantial progress on corrective actions for technical challenges we encountered and driven significant cultural changes across the team that directly align with the findings in the report."
Read the original article on Business Insider

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HealthThe Independentzerohedge3d ago2 sources Amid Minnesota Fraud Scandal, Legitimate Autism Centers Face Closure
Amid Minnesota Fraud Scandal, Legitimate Autism Centers Face Closure
Authored by Troy Myers via The Epoch Times (emphasis ours),
A Minnesota autism center for adults and children, which has been operating for more than 20 years, is facing closure in the wake of the massive fraud scandal in the state that dates back more than a decade and involves more than $9 billion of U.S. taxpayer money.
The Holland Center in Minnetonka, Minn., on Feb. 11, 2026. Larson told a House subcommittee hearing on Jan. 21 that her center and numerous others in Minnesota are facing collapse after becoming collateral damage from the massive fraud scandal. Adam Hester for The Epoch Times
The Holland Center is one of many legitimate centers in the state, which collectively serve thousands of disabled people. Founder, owner, and CEO Jennifer Larson built the Holland Center for her autistic, non-speaking son, who is now 25 years old.
She said she has recently been forced to put hundreds of thousands of her own dollars into keeping the center afloat because the state didn’t pay a single claim for nearly two months.
Because of the payment delays, Larson said autism centers like hers are being forced to reduce hours, cut staff, and close in some instances. Families are scrambling for help, disabled children and adults are regressing, and parents are leaving jobs to care for their disabled loved ones.
Larson told The Epoch Times her facility can’t continue much longer.
“The feds say it’s the state. The state says it’s the feds,” Larson said.
“The kids are going to be the collateral damage.”
The U.S. Department of Health and Human Services paused child care and family assistance funds to Minnesota in early January due to the alleged rampant fraud. The state is appealing.
The Minnesota Department of Human Services told The Epoch Times via email that the federal government’s threat of withholding funds is “not impacting the current payment situation.”
However, Larson’s center accumulated nearly two months of unpaid claims from Dec. 5 to Jan. 29, totaling more than $600,000.
Minnesota Gov. Tim Walz speaks during a press conference at the state Capitol building in St. Paul, Minn., on Feb. 3, 2026. Beginning in late December 2025, the state began using a new pre-payment review vendor called Optum, which uses artificial intelligence in its claims and reimbursement processes. Stephen Maturen/Getty Images
‘Everything Was Flagged’
Beginning in late December 2025, the state began using a new pre-payment review vendor called Optum, which uses artificial intelligence (AI) “at every step” of its claims and reimbursement processes. Minnesota Gov. Tim Walz had announced the contract with the new system in late October 2025.
“They implemented it because of the fraud. Obviously, the state wasn’t catching the fraud in the 300 or 400 centers that popped up in the last three years,” Larson said. She blames the Minnesota government for turning a blind eye to the “crime ring” involving fraud at Somali-run autism centers to an immense scale.
Neither Walz nor his office could be reached for comment during multiple attempts via emails and phone calls.
Now, she said, Optum is causing the delay of claims with few or unclear explanations in the review process.
“The state has failed and lost millions and millions of dollars in the system, so, clearly, the state wasn’t going to be able to tell Optum what to look for because they didn’t know what they were doing,” Larson told The Epoch Times after she recently testified in Congress.
“All of us, for the first round, nobody got anything. Everything was flagged.”
Larson told a House subcommittee hearing on Jan. 21 that her center and numerous others in Minnesota are facing collapse after becoming collateral damage from the massive fraud scandal.
Rep. Tom Tiffany (R-Wis.) asked Larson: “Ms. Larson, none of this would have happened if the fraud did not occur, is that accurate?”
“Yes,” she responded. “What happened in Minnesota had nothing to do with the ethical, longstanding autism providers.”
Larson said in her testimony that the state government’s “clumsy response” to fraud failed to distinguish between criminals and caregivers.
She said abrupt disruption or loss of service can destroy weeks or years of progress for disabled children and adults, causing lifelong consequences.
Payment Process
The Minnesota Department of Human Services told The Epoch Times that it sent the first batch of more than 100,000 claims to Optum for review in late December 2025.
The department said every two weeks, Optum receives batches of claims from the state. The system analyzes and flags any that need further review. Unflagged claims are paid after the initial analysis, the Minnesota Department of Human Services said.
The agency will continue sending payments for unflagged claims on regular two-week cycles. A provider will receive an update every two weeks on a flagged or suspended claim, accompanied by reason codes, the department said.
“If a claim is flagged, we may need additional information and documents from the provider before payments are made, which may cause further delay,” the Minnesota Department of Human Services said. Claims in Optum are listed as suspended until the state reaches a payment decision.
The department did not provide detailed answers on why the Holland Center or other similar, longstanding facilities might have their claims flagged.
Jennifer Larson, founder and CEO of the Holland Center, and her son Caden Larson in Minnetonka, Minn., on Feb. 11, 2026. Larson built the center for her autistic, non-speaking son, who is now 25 years old. Adam Hester for The Epoch Times
The agency said it did not wish to disclose what kind of identifiers cause it to suspect someone is billing for services they did not provide, but officials generally look for “patterns of concern—claims that fall outside expected norms,” some of which could be blamed on administrative errors or poor documentation rather than intentional fraud.
“Optum helps the state of Minnesota identify potential fraud, waste, and abuse by conducting pre‑payment reviews,” the company said in an emailed statement to The Epoch Times. “Optum has no authority to approve, deny, delay, or suspend claims, and payment decisions are made exclusively by [the Minnesota Department of Human Services] and the Office of Inspector General.”
Most claims should be paid within 30 days, and legitimate claims that may have been flagged within 90 days, as required by the federal government, according to the agency.
Financial Hit
Meanwhile, with a payroll of $250,000 every two weeks, Larson has been forced to ask many of her employees to take unpaid leave.
After nearly two months of unpaid claims, her center was partially paid on Jan. 29, bringing the owed amount down to about $300,000, Larson said. She said there’s been little to no word from state or health officials on why her claims were flagged in the first place.
Larson doesn’t expect to get another payment for two weeks, putting her in a several-hundred-thousand-dollar deficit she doesn’t think will ever rebalance.
She’s spent so much of her own money to keep the center’s lights on, Larson said, that she’s been forced to cut back on other bills to make ends meet. Fortunately, Larson said her landlords have been understanding of the situation.
New Centers
Years ago, when Larson witnessed new autism treatment centers popping up around her area and the state, she was initially relieved because, to her, it meant more help was coming for disabled children and adults.
“There’s a need, and there’s a high prevalence of autism in the Somali community in Minnesota,” Larson said. “And I know that and I service a lot of the kids, but we can’t take them all. We’ve always had a waiting list.”
A 2023 study by the University of Minnesota showed autism rates in 4-year-olds to be much higher among Somali children compared to other races and ethnicities. The report found 1 in 18 Somali children had autism, compared to 1 in 64 for white children, 1 in 31 for Hispanic children, and 1 in 30 for non-Somali black children.
But when hundreds of autism centers popped up, it was a red flag for Larson.
“No one wants to talk about it because everyone’s scared of saying anything wrong,” Larson said. “That’s why we’re here. It’s because everyone’s too afraid to say something.”
Independent journalist Nick Shirley, who brought national attention to the alleged Minnesota fraud at day care centers with his viral video posted Dec. 26, 2025, attended the congressional hearing with Larson.
“What we saw in Minnesota is how complicit the government has been in enabling this fraud to happen. Quality ‘Learing’ Center had over 90 violations, yet they continued to give that daycare $1.9 million,” Shirley said in his testimony.
Meanwhile, the closure of Holland Center would dismantle a lifetime of work for Larson that all started with the birth of her son.
Read the rest here...
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PoliticsFox Newszerohedge4d ago2 sources Teacher Loses Career Over Two-Word Facebook Post Supporting ICE
Teacher Loses Career Over Two-Word Facebook Post Supporting ICE
James Heidorn, who taught at Gary Elementary School in West Chicago, found himself at the center of a community firestorm that cost him not just his teaching position but his identity as an educator, all for posting two words on Facebook: "Go ICE."
The incident began in late January when Heidorn, a 14-year physical education teacher, responded to a news story about a local police department pledging cooperation with Immigration and Customs Enforcement. His personal Facebook post sparked immediate backlash in the heavily Hispanic district, with local activists circulating screenshots and demanding action against him.
School officials quickly notified Heidorn on Jan. 22 about growing social media chatter.
After meeting with HR staff that same day, he resigned briefly, then rescinded his decision hours later.
He was set to return on Monday pending an investigation. The investigation never got that chance.
"This process has been professionally and personally devastating and surreal," former West Chicago teacher James Heidorn told Fox News Digital.
"I’ve spent 14 years building my career, pouring my heart into teaching kids, building relationships and being a positive role model. To see it all upended over two simple words, ‘Go ICE,’ where I expressed my personal support for law enforcement felt like a severe blow to my career."
Indeed, the outcry was relentless.
Illinois state Sen. Karina Villa, a Democrat, publicly condemned the post.
"I stand in unwavering solidarity with families upset about the disturbing comments reportedly made by an educator," Villa said.
West Chicago Mayor Daniel Bovey joined the pile-on before any investigation concluded. In a Saturday Facebook video, he explained why Heidorn's comments were "hurtful" and "offensive" to the community.
"So to have someone cavalierly rooting on—as if it's a football game or something, yeah go—events which have traumatized these children… that is the issue," Bovey said.
Meanwhile, parents organized online, planning a boycott by keeping their kids from school, and the city held a “listening session” on Jan. 26 at Bovey’s request, complete with a Spanish translator. Attendees described the post as "cruel" and said "kids do not feel safe."
Heidorn maintained that his post meant nothing beyond supporting law enforcement.
"This started with a two-word comment on my personal Facebook page supporting law enforcement—nothing more," Heidorn said. "It wasn't directed at any student, family or school community."
The distinction made no difference to the community or to the school administrators.
"I was placed on leave and faced intense pressure before any full investigation or fair process could play out, with this it led to my resignation," Heidorn said. He resigned a second time rather than face termination after a hearing with school officials.
A West Chicago Elementary School District 33 spokesperson called the post "disruptive" and said it "raised concerns and caused disruption for students, families and staff." The district declined to specify which rule Heidorn violated or whether teachers who publicly disrupt in favor of opposing immigration enforcement would face similar consequences. In fact, teachers across the country have protested President Trump's immigration policies without repercussions. In Chicago specifically, teachers even stormed a Target and harassed employees over the same policies without losing their jobs. But expressing support for law enforcement in Chicago is apparently controversial.
"It does feel like a double standard—due to my viewpoint being different from others within the community that I taught in," Heidorn said. "Fairness should apply equally, regardless of those viewpoints. If personal political speech is grounds for punishment, it should be consistent—not selective based on what side you're on."
The fallout extended beyond his teaching position. Heidorn lost his coaching job at a nearby private school. He must now inform future employers that he resigned and explain why. "I really don't know what is next for me, as the teaching profession has been, up to this point in time, all that I ever wanted to do," Heidorn said.
He earned a master's degree in educational leadership to become the best teacher possible. Now he spends time healing. "I lost my career, my income and the chance to close out my time with my students properly—no farewell, no goodbyes," Heidorn said.
Despite the loud outcry, Heidorn has received some local support, including a GoFundMe being set up for him.
“James Heidorn, a beloved physical education teacher at Gary Elementary School, resigned after a single social media comment ignited outrage and a one-sided account that quickly spiraled beyond control,” the GoFundMe page reads. “What followed was not reflection or fairness, but permanent consequences that have changed the course of his life.”
As for his future, he’s not sure what’s going to happen.
"I really don’t know what is next for me, as the teaching profession has been, up to this point in time, all that I ever wanted to do," he said. "It is all I have ever studied for and teaching is what has defined me. Even advancing my education with a master's degree in educational leadership because I wanted to become the best teacher I can be."
Heidorn said he’s exploring other options in education or related fields. “I want people to know I’m grateful for the outpouring of support from those who reached out, donated or shared my story,” he said. “It reminds me that most people value fairness and second chances. I’m determined to move forward positively and keep contributing to kids’ lives in whatever way I can.”
Tyler Durden
Wed, 02/18/2026 - 16:40
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What's it like to work for Elon Musk? X's product head describes small, flat teams with weekly reviews from Musk himself
Nikita Bier said that Elon Musk's X was "essentially operating like a startup."
Marc Piasecki/Getty Images
Want to work for one of Elon Musk's companies? Expect small, flat teams.
X product head Nikita Bier compared his experience at X to past jobs at Meta and Discord on the "Out of Office" podcast.
Bier said that Musk holds "weekly reviews" of one or two slides with every X engineer.
One of Elon Musk's lieutenants at X is sharing what it's like to work in the trenches with him.
There are some trademarks of a Musk company, whether it be Tesla, SpaceX, or xAI. His teams are flat, his schedule is jam-packed, and his expectations are high. In the lead-up to a big launch, expect to grind out some long hours.
X's head of product, Nikita Bier, recently opened up about working under Musk on the "Out of Office" podcast, contrasting it with his past work at Silicon Valley staples like Discord and Meta.
Bier described a "very flat organization" with lots of individual contributors reporting directly to Musk himself. There are very few managers, Bier said.
"Everyone has an incredible amount of agency," Bier said. "We come up with an idea, we build it in a week, and it's out."
Bier also said that Musk was "deep in the weeds." That's a feat for an executive who runs multiple companies (and once a government agency) at the same time.
"He does weekly reviews basically with every engineer at the company," Bier said. "You have one or two slides, you present what you got done that week, he gives feedback."
While some social media commenters expressed skepticism that every engineer received a weekly review, Musk is clearly hands-on — as evidenced by another xAI employee's podcast appearance.
Sulaiman Ghori worked on xAI's Macrohard team. He described flat teams, few managers — and a wager between Musk and an employee on how quickly he could set up a rack of GPUs. The employee won himself a Cybertruck. (Ghori, who also talked about the company's "carnival company" permit workaround for building data centers, announced he was no longer at xAI four days after the podcast was published.)
Bier also described a lean but efficient team that had "like 30 core product engineers."
"The size of the engineering team is equivalent to a feature when I worked at Facebook," Bier said. "It's essentially operating like a startup."
On X, one user asked whether these 30 employees were on the product or design team. Bier responded: "Engineers, 2 designers, 1.5 product managers and me."
It's difficult to compare engineering team sizes to the pre-Musk Twitter days — or even discern which "core" team Bier is referencing. After six months of ownership, Musk cut Twitter's staff by 90%. Five hundred engineers remained at the time.
What Bier didn't realize before working with Musk, he said, was that the executive will "always do the hard things." Consumer product builders are often looking for quick wins, Bier said. Musk chooses the most important — and difficult — thing to do, he said, from rebuilding the algorithm to building data centers.
That also means: Don't expect a lazy Friday at X.
"Every morning, every day, there's a new crisis," Bier said. "I'll just open my phone and be like: 'Oh my god.'"
Read the original article on Business Insider

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The Guardian6d ago
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Target CEO Michael Fiddelke has had a busy first 2 weeks on the job
Fiddelke at a Target event in December.
Ilya S. Savenok/Getty Images for Target
Target CEO Michael Fiddelke has been in his new job for two weeks now — and he's been busy.
His appointment was met with skepticism over whether he'd make the changes needed to get on track.
Fiddelke's early moves show he's determined to make his own mark on the company.
Michael Fiddelke is working like a man with something to prove.
Target's newest CEO has been in the job for two weeks now, and he's wasted no time getting down to business on some of the retailer's most difficult problems.
"He's got off to a running start," Global Data retail analyst Neil Saunders told Business Insider. "He wants change, but I think he's also keen to be seen that he wants change at Target."
Fiddelke's CEO appointment was met with skepticism by many, including Saunders, who questioned whether the longtime Bullseye employee would be willing to make meaningful changes to get the company back on track.
Critics also pointed to the board's decision to keep outgoing CEO Brian Cornell on as executive chairman. Such a move has tied the hands of new CEOs at other companies that have tried it, several leadership experts told Business Insider.
Fiddelke's early moves indicate he is determined to make his own mark
In his first companywide meeting, Fiddelke said Target "didn't do enough" to maintain trust with its customers in recent years and that he's moving to reconnect those communities, Bloomberg reported. Fiddelke said in that meeting that Target was committing an additional $1 million to its Bullseye Builds community program and that company employees had logged more than a million hours of volunteer service in 2025.
Target has found itself in the national spotlight in recent weeks as federal immigration agents crack down on its hometown of Minneapolis and the company previously faced criticism over its decision to roll back diversity efforts in 2025.
"If yesterday was a true glimpse of Fiddelke stepping up, honestly, it's a good start," one employee who listened to the meeting told Business Insider the following day.
"He seems to be very much on point with trying to restore guests' faith in us as a company," the person also said.
Fiddelke also dove right into the field, visiting stores and distribution centers in Dallas and near his hometown of Manchester, Iowa, fulfilling a commitment he made in the days leading up to his start date.
The new boss has had to make tough choices, too.
On Monday, the company laid off 500 workers across its district offices and supply chain, a move it said would translate into beefed-up labor hours in stores across the US. The resource shift reflects Fiddelke's focus on improving the shopping experience to get Target back to growth.
"Adding labor to the stores is a good move," former Target board member Gerald Storch told Business Insider. "The stores had gotten too messy, the lines had gotten too long upon checkout, and there were too many items out of stock."
The day following that announcement, Target revealed two C-suite appointments that underscore the Fiddelke strategy, with a new chief merchant and chief operating officer taking over for outgoing execs Jill Sando and Rick Gomez. The moves also simplify the top of Target's org chart.
Fiddelke's start has set a distinct tone for how he intends to run Target, and now the task is to sustain that effort in the months and years ahead.
He's now responsible for fixing three years of flat or declining sales, a rocky relationship with customers and employees, and a race with competitors who have been charging forward without those same headwinds.
Storch said Target has a lot of fundamental issues. "That's not going to be solved in two weeks," he said.
Still, Saunders said there's something to be said for coming out of the gate with gusto.
"It takes a long time to fix these things, and it takes even longer to push them through into customer perception and behaviors," he said. "The next best thing is being able to say, 'Look, we know there are problems, and we're getting on with remedying them."
Read the original article on Business Insider

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